TABLE OF CONTENTS

REPORTS OF THE STANDING COMMITTEES

AND OTHER COMMITTEES

As Considered by

The Council of the City of Toronto

on July 8, 9 and 10, 1998

COMMUNITY AND NEIGHBOURHOOD SERVICES COMMITTEE

REPORT No. 6

1Proposed Policy for Renaming of Parks

2Land Acquisition - 3100 Weston Road

3Provincial Announcement on Long-Term Care Reinvestment

4Ontario Disability Support Program/Social Benefits Tribunal

5Capital Funding of Metropolitan Toronto Housing Authority Projects

6Proposed Redevelopment - North-East Quadrant, North Regent Park, Don River Ward

7Development of Youth Shelter Demonstration Project -11 Ordnance Street, Trinity Niagara Ward

8Palliative Care Pilot Project for the Homeless

9Review of the Use of Motels for Homeless Families

10Proposed Use of Birkdale Villa as a Hostel for Women and Their Children

11Homes for the Aged - Uncollectible Account

12Visitors' Parking - Seven Oaks Home for the Aged

131999 United Nations International Year of Older Persons

14Appointment to the Advisory Committee on Homes for the Aged

15Changes to Membership and Quorum - Children's Action Committee

16Metro Youth Employment Outreach Program

17Metro Youth Job Corps

18Articles of Amendment - Cityhome and The Metropolitan Toronto Housing Company Limited

19Other Items Considered by the Committee

City of Toronto

REPORT No. 6

OF THE COMMUNITY AND NEIGHBOURHOOD SERVICES COMMITTEE

(from its meeting on June 18, 1998,

submitted by Councillor Gordon Chong, Chair)

As Considered by

The Council of the City of Toronto

on July 8, 9 and 10, 1998

1

Proposed Policy for Renaming of Parks

(City Council on July 8, 9 and 10, 1998, amended this Clause, by:

(1)amending the recommendations of the Community and Neighbourhood Services Committeeby:

(a)deleting from Recommendation No. (i) of the Community and Neighbourhood Services Committee, in criteria (d) as amended by the Committee, the word "agreement" and inserting in lieu thereof the word "advice"; and

(b)inserting the words "naming and", prior to the words "renaming of parks appear on their agenda";

so that the recommendations of the Community and Neighbourhood Services Committee shall now read as follows:

"The Community and Neighbourhood Services Committee recommends the adoption of the recommendation of the North York Community Council embodied in the following communication (June 2, 1998) from the City Clerk, subject to:

(i)amending the criteria in section 2(d) by deleting the words 'a mail ballot' and inserting in lieu thereof the words 'consultation with the community', so that such criteria reads as follows:

'(d)the advice of local residents in close proximity to the park shall be secured by means of consultation with the community over a defined area to be carried out by City staff;'; and

(ii)adding the following new criteria as 2(g):

'(g)existing parks named after individuals shall not be altered or changed.';

and further that deputations be heard at Community Councils when matters relating to naming and renaming of parks appear on their agenda:";

(2)amending the policy embodied in the report dated May 19, 1998, from the Commissioner of Economic Development, Culture and Tourism by:

(a)deleting from Part (1) the word "generally" and adding at the end thereof the words "or where appropriate to honour and commemorate persons, places and events or things which have made a significant contribution to the City";

(b)deleting from Part (2) the words "an exception being considered and";

(c)deleting Part (2)(b);

(d)adding the following new paragraph to Part (2):

"the advice of the relative municipal heritage organization shall be obtained;";

so that the policy shall now read as follows:

"(1)Parks should be named on the basis of either the street or geographic area which most appropriately describes and identifies the location of the park or where appropriate to honour and commemorate persons, places and events or things which have made a significant contribution to the City;

(2)Where the naming of a park after an individual or group is being recommended, the following criteria should apply:

(a)the contributions of the individual or group must be well documented and broadly acknowledged within the community;

(b)a direct relationship should exist between the place of residence/activity of an individual/group and the park named;

(c)the advice of local residents in close proximity to the park shall be secured by means of consultation with the community over a defined area to be carried out by City staff;

(d)the agreement of the individual or next of kin in the case of deceased individuals, and of the duly elected senior representatives, in the case of groups, shall be obtained;

(e)name duplication, similar surrounding or cumbersome names should be avoided. Names which may be interpreted as an advertisement or being either discriminatory or connoting political affiliation must not be used;

(f)existing parks named after individuals shall not be altered or changed; and

(g)the advice of the relative municipal heritage organization shall be obtained;"; and

(3)adding thereto the following:

"It is further recommended that:

(1)the process of naming and renaming parks should be within the purview of the Community Councils to recommend; and

(2)the Chief Administrative Officer be requested to submit a report to the Strategic Policies and Priorities Committee for its meeting to be held on September 22, 1998, on a policy for corporate sponsorship of city parks and facilities.")

The Community and Neighbourhood Services Committee recommends the adoption of the recommendation of the North York Community Council embodied in the following communication (June 2, 1998) from the City Clerk, subject to:

(i)amending the criteria in section 2(d) by deleting the words "a mail ballot" and inserting in lieu thereof the words "consultation with the community", so that such criteria reads as follows:

"(d)the agreement of local residents in close proximity to the park shall be secured by means of consultation with the community over a defined area to be carried out by City staff;"; and

(ii)adding the following new criteria as 2(g):

"(g)existing parks named after individuals shall not be altered or changed.";

and further that deputations be heard at Community Councils when matters relating to renaming of parks appear on their agenda:

Recommendation:

The North York Community Council on May 27, 1998, recommended to the Community and Neighbourhood Services Committee the adoption of the following report, subject to the criteria proposed in section (d) contained therein being amended to read as follows:

"(d)the agreement of local residents in close proximity to the park shall be secured by means of a mail ballot over a defined area to be carried out by City staff;".

Background:

The North York Community Council had before it a report (May 19, 1998) from the Commissioner of Economic Development, Culture and Tourism recommending that the policy proposed therein be approved, as follows:

(1)Parks should generally be named on the basis of either the street or geographic area which most appropriately describes and identifies the location of the park.

(2)Where an exception is being considered and the naming of a park after an individual or group is being recommended, the following criteria should apply:

(a)the contributions of the individual or group must be well documented and broadly acknowledged within the community;

(b)the contribution of land or money by the individual or group for the acquisition of parkland should be deemed to be substantial;

(c)a direct relationship should exist between the place of residence/activity of an individual/group and the park named;

(d)the agreement of local residents in close proximity to the park shall be secured;

(e)the agreement of the individual or next of kin in the case of deceased individuals, and of the duly elected senior representatives, in the case of groups, shall be obtained; and

(f)name duplication, similar surrounding or cumbersome names should be avoided. Names which may be interpreted as an advertisement or being either discriminatory or connoting political affiliation must not be used.

(Report dated May 19, 1998, addressed to the

North York Community Council, from the

Commissioner of Economic Development, Culture and Tourism)

Purpose:

City Council, on March 4, 5 and 6, 1998, adopted a report from the Functional Lead for Parks and Recreation regarding the renaming of Gary Park - Ward 6 - North York Humber. Council's adoption of this report was predicated on "the North York Community Council having requested the Functional Lead for Parks and Recreation to submit a report to the North York Community Council outlining the policy for the renaming of parks."

This reports sets forth a City-wide policy for consideration.

Source of Funds:

There is no City funding required with respect to this policy.

Recommendations:

It is recommended that:

(1)the proposed policy for the renaming of parks contained herein be approved; and

(2)the appropriate City officials take the necessary action to give effect thereto.

Background:

As previously noted, this report addresses a request from the North York Community Council to the then Functional Lead for Parks and Recreation, to submit a report to the North York Community Council outlining the policy for the renaming of parks in the new City of Toronto.

At present, there is no formal City-wide policy for the renaming of City parks. In summary, current regional policies are as follows:

Discussion:

Generally, the naming of parks after the streets or geographic areas where they are located, enables residents to readily locate these sites. It also provides an advantage to the City and its Parks and Recreation Division by facilitating the promotion of its amenities and programs through the clear identification of specific locations.

This approach also avoids the disappointments and potential resentments against the City or between individuals or groups in the community associated with approving some and not other petitions for the naming of parks. Political, ethnic, racial or religious controversies may be inadvertently stirred by departing from this "neutral" approach.

On the other hand, the naming of a park after an individual can convey a powerful public expression of recognition and appreciation for extraordinary contributions to the community. Where there is a broad public consensus regarding this contribution, and where such dedications are rare rather than common, the potential negative impacts of departing from the above can be minimized.

Acknowledging the variety and diversity of City parks and their associated cultures and geographics, flexibility in the renaming of parks appears to be the most appropriate route. In this respect, the following policy is proposed:

-Parks should generally be named on the basis of either the street or geographic area which most appropriately describes and identifies the location of the park.

-Where an exception is being considered and the naming of a park after an individual or group is being recommended, the following criteria should apply:

(a)the contributions of the individual or group must be well documented and broadly acknowledged within the community;

(b)the contribution of land or money by the individual or group for the acquisition of parkland should be deemed to be substantial;

(c)a direct relationship should exist between the place of residence/activity of an individual/group and the park named;

(d)the agreement of local residents in close proximity to the park shall be secured;

(e)the agreement of the individual or next of kin in the case of deceased individuals, and of the duly elected senior representatives, in the case of groups, shall be obtained; and

(f)name duplication, similar surrounding or cumbersome names should be avoided. Names which may be interpreted as an advertisement or being either discriminatory or connoting political affiliation must not be used.

Conclusions:

Parks throughout the City are varied and diverse and so are their cultures and geographics. Naming and renaming of parks requires a policy which not only focuses on identifying parks by street names and geographic areas, but also permits under certain circumstances the naming after individuals or groups. In this respect, the proposed policy contained herein is recommended for approval.

Contact Name:

Gary W. Stoner

Deputy Commissioner

Parks and Recreation

Tel: 395-6190/Fax: 395-0105

E-mail:gwstoner@city.north-york.on.ca

2

Land Acquisition - 3100 Weston Road

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the report dated June 1, 1998, from the Commissioner of Economic Development, Culture and Tourism.

The Community and Neighbourhood Services Committee reports, for the information of Council, have requested the appropriate representatives of the Toronto and Region Conservation Authority and Parks and Recreation Department to attend Councillor Mammoliti's community meeting on the land acquisition at 3100 Weston Road, prior to consideration by City Council on July 8, 1998.

The Community and Neighbourhood Services Committee submits the following report (June1,1998) from the Commissioner of Economic Development, Culture and Tourism:

Recommendations:

It is recommended that:

(1)financing in the amount of $325,000.00 be approved; this amount will be financed from the Parkland Acquisition Reserve;

(2)funding, to a maximum of $325,000.00, be made available to the Toronto and Region Conservation Authority (TRCA) for the purchase of land at 3100 Weston Road, subject to TRCA approval of the purchase; and

(3)the appropriate City officials be authorized and directed to take the necessary action.

Council Reference/Background/History:

The Parkland Acquisition Reserve was established in 1980 to provide financing for the acquisition of parkland. One of the primary focuses of this program since its inception, has been the acquisition of valleyland and waterfront properties.

Comments and/or Discussion and/or Justification:

Over the last year and a half, staff of the TRCA and this Department have attended a number of meetings and site visits with officials from The Order of St. Basil The Great Holding Company (The Order) regarding the acquisition of part of The Order's lands west of Weston Road, south of Sheppard Avenue. The Order owns approximately 74 acres of flood plain and valleylands which includes a large pond and playing fields and approximately 57 acres of undeveloped valleylands.

The subject property is an important component of the Humber valley greenspace system. The acquisition is important for flood control, environmental and public open space purposes. The acquisition will also enable the completion of an important link in the Humber Trail, bringing the achievement of a continuous trail from the waterfront to Steeles Avenue much closer to reality.

The TRCA has obtained appraisals for the property and inclusive of legal fees, land transfer fees and disbursements, estimate the total cost to be $650,000.00. This amount would provide for the acquisition of the 57 acres of valleyland and a permanent easement over .45 acres of land adjacent to Weston Road to access the valleylands. The City of Toronto's share will be 50 percent of these costs to a maximum of $325,000.00. Funds are available in the Parkland Acquisition Reserve account.

It is anticipated that acquisition of the property will be approved by the TRCA on June 26, 1998.

Conclusions:

The purchase of lands at St. Basil's will greatly benefit the Toronto parks system by bringing a significant greenspace resource into public ownership.

The Chief Financial Officer and Treasurer agrees that the acquisition outlined in this report is consistent with the statement of purpose of the Parkland Acquisition Reserve and she concurs with the recommendations.

Contact Name and Telephone Number:

Frank Kershaw:

Tel: 392-8199

(A copy of the map referred to in the foregoing report was forwarded to all Members of Council with the agenda of the Community and Neighbourhood Services Committee for its meeting on June18,1998, and a copy thereof is on file in the office of the City Clerk.)

3

Provincial Announcement on Long-Term Care Reinvestment

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the report dated June 4, 1998, from the Commissioner of Community and Neighbourhood Services.

The Community and Neighbourhood Services Committee reports, for the information of Council, having:

(a)directed that the Commissioner of Community and Neighbourhood Services, in consultation with the Commissioner of Urban Development and Planning Services, be requested to report to the Community and Neighbourhood Services Committee on the feasibility of implementing policies to address the need for accommodation for seniors in secondary plan areas, particularly North York City Centre and the Sheppard Subway Corridor; and

(b)referred the communication from Mr. Denis Casey, Canadian Union of Public Employees, Local 79 to the Commissioner of Community and Neighbourhood Services for a report thereon to the Community and Neighbourhood Services Committee.

The Community and Neighbourhood Services Committee submits the following report (June4,1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

The purpose of this report is to provide Toronto Council with an overview of the Ontario Minister's announcement on long-term care reinvestment and the implications for the City of Toronto.

Funding Sources, Financial Implications and Impact Statement:

There are no immediate financial implications stemming from this report.

Recommendations:

It is recommended that:

(1)the Commissioner of Community and Neighbourhood Services undertake a review of the program and policy implications of expanded Provincial funding for long-term care services for the City and report back the findings to Toronto Council;

(2)the Commissioner of Community and Neighbourhood Services, with the General Manager of the Homes for the Aged, arrange a meeting with senior staff of the Ministry of Health to discuss the issues and concerns:

(i)raised within the report regarding the lack of a City-wide placement co-ordination system for facility referrals, and

(ii)regarding current and prospective gaps in community-based service provision that are arising out of the Community Care Access Centre structure and funding process;

(3)this report be forwarded to the Seniors' Task Force (formerly known as the Task Force to Develop a Strategy for Issues of Concern to the Elderly) for consideration in the development of a seniors' strategy; and

(4)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

On April 29, 1998, Ontario's Minister of Health announced that the Province will invest $1.2 billion annually to expand and improve long-term care services across Ontario. This infusion of redirected monies from hospital services adds 20,000 new beds into homes for the aged and nursing homes. Twenty thousand beds are said to be the equivalent of adding 175 new facilities into the long-term care system. The Province is also targeting money for rebuilding and renovating more than 100 older facilities to be able to comply with soon-to-be-released new design standards for long-term care facilities.

The Provincial Government has earmarked $602 million for operating funds to open new homes for the aged and nursing homes and, overall, to enhance services in long-term care facilities. The remaining $551 million of the $1.2 billion will go towards expanding and enhancing community long-term care services such as in-home nursing, therapy, homemaking, meals on wheels, supportive housing and services for the physically disabled.

Approximately $96 million a year over a multi-year period will go towards construction costs to build new and rebuild older facilities. Thirteen thousand existing beds are expected to be upgraded. In total, $2.5 billion in capital costs will be spent.

The Province estimates that 70,000 new jobs will be created as a result of this reinvestment: 27,500 in health care provision (7,900 in nursing positions, 19,600 positions for health care aides, homemakers and other front-line care workers) and 42,500 in construction. This Provincial long-term care reinvestment plan is expected to take eight years to complete.

Comments and/or Discussion and/or Justification:

Facility-based Reinvestment:

On May 1, 1998, the Ministry of Health released the allocated figures for facility and community reinvestments. For facility-based care, 5,837 new beds (out of the 20,000 Provincial figure) have been allocated for the Toronto region over the next eight years. This amounts to a $190.9 million reinvestment. An initial call for requests for proposals for 2,200 beds for Toronto (6,700 beds across Ontario) has been released with a deadline of July 31, 1998, for submissions. This call is open to both the non-profit and for-profit sectors. After construction of these initial new beds and renovations for the 13,000 existing beds have begun, a second call for proposals will be released for the remaining 13,300 new beds across the Province. For Toronto this means a further 3,637 new beds.

Currently, Toronto has approximately 11,850 home for the aged and nursing home beds in the long-term care system. Based on 1996 census population data, Toronto has 91.2 beds per 1,000population of those 75 years or older. With 5,837 new beds being introduced into the Toronto long-term care system, this results in 17,637 beds, 136.3 beds per 1,000 population 75 years or older. These figures are approximate and use 1996 census population data. Realizing that these new beds are scheduled for completion in 2006, figures will need to be revised using new 2001 census population data.

The City's current number of long-term care beds approximates 5 percent of the total Provincial allocation. This has enabled the City to maintain a presence at the Provincial planning table which ensures the City's ability to influence financial decisions, policy development and service planning for the City's long-term care system. This is especially crucial as the Homes for the Aged Division continues its traditional role in caring for those more difficult to tend. Historically, Homes for the Aged has cared for residents that other facilities and service providers find difficult to manage. The average resident in a Home has three to five chronic diseases including heart disease, chronic obstructed lung disease, kidney/liver organ failure and other debilitating diseases. Seventy percent of the Homes' residents are cognitively impaired with dementia diseases such as Alzheimer Disease.

With a growing number of seniors within the Greater Toronto Area (G.T.A.) concentrating in the City of Toronto, it is crucial that the City maintains its ability to shape services for its senior population. According to 1996 census data, 63 per cent. of all seniors in the G.T.A. reside in the City's boundaries. The City will need to review current municipal levels of facility-based care with updated senior demographics to ensure appropriate allocations for long-term care services into the twenty-first century.

New Design Standards For Homes For The Aged and Nursing Homes:

On April 29, 1998, the Minister of Health announced that new design standards will be introduced into the design of new long-term care facilities and implemented within existing facilities. Some key areas of importance, such as minimum bedroom size and mandatory call systems for emergencies, are prescribed in the design standards. With regard to space requirements, the design standards require that a gross amount of space be provided for each resident. In addition, precautions for safety and accessibility will be enhanced ensuring security systems to protect people with dementias such as Alzheimer Disease, and accessible building layouts and designs to ensure people with physical disabilities maintain their independence. These enhancements are said to provide more opportunities for personal privacy and increased safety and accessibility for residents and their families. The operator will be allowed to determine how the remaining space is allocated across the facility for such uses as recreational space or lounge areas, provided that minimum space requirements are met for the bedroom and dining room areas. All long-term care facilities will have to comply with these new standards.

It is expected that detailed information on the new design standards and capital funding provisions will be made in the next few weeks. The Ministry of Health has conducted an internal review of all long-term care facilities and has made a preliminary categorization of them into several groups: those that are at or above the new provincial standards, those that almost meet design standards, those that will require substantial assistance to meet the standards and those that will be required to be torn down and rebuilt. The process for identifying and approving the upgrading of the 13,000 beds is expected to occur after the initial 6,700 beds are approved. The Homes for the Aged may be notified as early as the summer of 1998 of any possible upgrading required to its facilities. Once more detailed information becomes available, staff will report back on the implications for the City.

Facility Capital Funding:

The Ministry of Health has introduced a comprehensive capital funding policy which will apply to all long-term care facilities. The policy includes an incentive-based capital funding per diem for replacing or upgrading capital to meet the new design objectives. The Province has decided that funding will no longer be provided to homes for the aged by way of up-front capital grants. The concept of a single pool of funds that provides funding on the basis of a specific per diem allowance will be implemented. These funds will be paid through the accommodation envelope of each Home's operating budget.

The proposed model is estimated to provide just enough dollars to meet the payments on a 20-year mortgage for half the costs of the building. The difference is that payments will be spread over 20 years rather than up front. In financial terms, this model is much the same for building a new facility as implementing the traditional matching grants formula across the whole long-term care sector. This standardized system of capital funding is based on the Ministry of Health's move towards equitable funding and treatment of all long-term care facilities, including municipal and non-profit homes for the aged, and nursing homes.

Facility Operating Funding:

The Province will provide an increase of 1.7 percent in operating subsidy in both the nursing and personal care, and program and support services funding envelopes, retroactive to April 1, 1998. The true benefit of this moderate funding increase will not be fully realized this year by the Toronto Homes for the Aged due to red-circling provisions which are still being applied to half of the Toronto Homes. These Homes will continue receiving funding at a level which is still marginally higher than the recently adjusted level of care funding amounts. It should also be noted that the Division continues to receive transition funding which was announced by the former Minister of Health on March 28, 1996. The stated purpose of this three year transition fund was to provide temporary assistance to any long-term care facility that had higher than average salary and benefit costs. While this fund will be discontinued on May 31, 1999, Divisional staff are still involved in discussions with the Ministry of Health to establish a permanent mechanism which will recognize legitimate price differentials on an ongoing basis.

The Homes for the Aged Division has been proactive over the past several years to adjust to the new Provincial funding system. Management has identified numerous innovative and creative approaches to maintaining quality services for our clients during a time that we have experienced a severe loss of funding. The ways in which the Homes' services are delivered and resources are allocated have been reviewed and improved. The Division continues to plan strategically and improve operationally in order to maintain effectiveness in a more diverse, competitive, and changing long-term care environment. The Division also continues to pursue within the community working partners with whom strategic alliances can be forged.

Within the Division's long term plan was the expectation that level of care facility funding would be adjusted to more accurately reflect the true cost of providing care and services to seniors. This announced funding increase will result in a higher than budgeted Provincial subsidy for the Homes for the Aged program in 1998, thereby requiring less of a municipal contribution. However, this surplus is temporary and will be offset in 1999 as a result of the expected loss of Provincial transition funding identified above and as the Province continues to phase out the red-circle subsidy to the City. The Division plans to maintain current expenditure levels and produce unbudgeted net savings during 1998, in anticipation of reduced 1999 Provincial funding and maintained municipal contributions at the forecasted 1999 requirement.

It is noteworthy that with this recent announcement the Ministry of Health has now introduced a mechanism that will enable them to annually adjust the level of funding provided to facilities in the nursing and personal care envelope. Prior to this announcement funding levels to individual facilities were adjusted each year based on the home's change in its residents' average care requirements relative to the overall change Province-wide. This relative averaging exercise was done in deference to the fact the total funding available for facilities was not increased, despite the evidence provided by historically trended data that the acuity of residents was increasing Province-wide by one to twopercent each year.

Community Health Services Reinvestments:

Allocated figures for community long-term care services were also released by the Ministry of Health on May 2, 1998. Out of the $551 million announced for community reinvestment throughout the Province, $125.5 million will be allocated for Toronto. Seventy-five percent of these dollars will go to Community Care Access Centres (C.C.A.C.s). Six C.C.A.C.s operate in the City of Toronto and are mandated to co-ordinate access to homemaking, nursing, therapy and other services to people at home, and provide long-term care facility placement and appropriate information to consumers and their families about the services and support available to them.

The other 25 percent will go to volunteer-based community services such as meals on wheels, day programs, friendly visiting and other such community supports. The split essentially amounts to approximately $11.8 million per year over the next eight years for C.C.A.C.s, and $3.9 million peryear for volunteer-based community long-term care programs, for a total of $15.7 million annually.

Community Care Access Centres:

The Province has suggested that the money earmarked for C.C.A.C.s will be directed to frontline care in the form of home care, nursing, homemaking and therapy services to people's homes. The Province should also reconsider the level of resources allocated for technological and human resource supports at the six access centres and their ability to carry out the placement co-ordination function in a co-ordinated, consistent and informed manner across the City. To date, no co-ordinated region-wide information database has been developed to assist with this co-ordination. As a result, service information provided to applicants at any one geographic site may not have the up-to-date information on long-term care facilities and their range of specialized services in other geographic areas. This has access implications for both consumers and their families as well as financial implications for the City's Homes as beds that could be offered to prospective applicants remain vacant for longer periods.

In addition, the Homes for the Aged has witnessed inconsistency in the interpretation of eligibility for long-term care services with the establishment of six autonomous access centres across the City. Coupled with inadequate resources to complete more complex-level assessments required for facility referrals and reduced levels of interpreter services, access to long-term care services is becoming compromised. There is reason to believe that access to services will continue to be impacted with the implementation of the managed competition process for allocation of home care dollars over the next two years.

Effective April 1, 1999, the funding currently provided by the Ministry of Health to agencies for home help/homemaking services through the paid employee model, will be transferred to the C.C.A.C.s. Over this coming year, requests for proposals will be submitted to the respective geographic C.C.A.C. for consideration in the allocation of funding to home care service providers for that geographic area. Any organization that is unsuccessful in obtaining a purchase of service agreement, will continue to receive 70 percent of their 1997/98 funding for eligible clients until April 1, 2001, through the C.C.A.C. After this two year period, the organization will have to compete for any further funding.

Some movement can already be seen in the community as service providers, including some of the volunteer-based organizations, realign their service provision levels in preparation for opting out of the managed competition process. With some agencies no longer providing these services, there will be decreased service options for consumers and increased pressure on the Homes for the Aged's Homemakers and Nurses Services Program (H.N.S.P.) to locate alternative forms of service provision. As this is the beginning of the managed competition process, further decreases in service options are expected and will ultimately result in gaps in services.

The H.N.S.P. is currently experiencing higher levels of referrals, especially from the community, as the Provincially-mandated C.C.A.C.s move towards a more medical approach to service provision and funding. It is anticipated that with this approach and with the implementation of a managed competition process that pits the non-profit with the for-profit sector, there may be a fundamental shift in long-term care service provision within the City's community services system. This may have service and funding implications for the H.N.S.P. and the Community and Neighbourhood Services grants program in its provision of grants for seniors' programs.

Community-Based Seniors Supports:

Much of the details related to community reinvestments in the volunteer-based service sector are still unknown. It is not clear what the effective date by which dollars will flow to community services will be nor the process for the distribution of dollars. It is evident, however, that an infusion of dollars will be reallocated to community organizations for home support programs.

Within the amalgamated City of Toronto, total municipal funding for all community-based seniors' programs amounted to over $3.4 million to 93 organizations across Toronto in 1997. The bulk of this money was administered by the Regional Municipality of Metropolitan Toronto through the Community Services grants program. Approximately $3.1 million in grants funding ($1.2 million for elderly persons' centres and almost $1.9 million in home support) was provided to 83 community organizations across the City of Toronto.

During the course of this year, a review of municipal grants programs and policies will be undertaken. For the Community Services grants programs, the review will provide opportunities for reallocating existing resources to meet emerging needs. Given the reinvestment in long-term care community services, the review may look at ways the City can more strategically fund seniors' services. It is within this context that long-term care community reinvestments will be reviewed and referred for discussion to the Municipal Grants Review Committee.

Planning Initiatives with Implications for Seniors:

A number of planning and research initiatives looking at issues impacting on seniors are currently underway. Most recently, at its April 16, 1998, meeting, Toronto Council had before it Community and Neighbourhood Services Committee Report No. 3, Clause No. 7, entitled "Report of the Dementia Task Force". In reviewing the work of the Task Force on the increasing rate of dementia in the Greater Toronto Area, Council adopted the Task Force's recommendations including that Council advocate for enhanced Provincial funding and resources to provide appropriate levels of community services and facility-based care. In addition, Council recommended that the Commissioner of Community and Neighbourhood Services submit a report back to the Community and Neighbourhood Services Committee on an advocacy strategy to compel the Provincial government to address the issues raised by the Task Force and on the future role of the City in providing long-term care services.

Other research initiatives include a Community and Neighbourhood Services commissioned report on the issues arising from changes within the long-term care system and its impact on the Department, and the establishment of a Public Health staff work group to review its continuing role in preventative outreach to the frail elderly and isolated seniors. Public Health staff have recognized that the needs of more vulnerable, isolated seniors, often those with mental health concerns that would not willingly seek help from the C.C.A.C.s, will need to be addressed in a more preventative manner.

These initiatives indicate the range of issues affecting seniors that impact on the City, its program areas and its senior residents. In an amalgamated City of Toronto, and particularly within the human services portfolio of the Community and Neighbourhood Services, there are opportunities to strengthen linkages between program areas to ensure that integrated responses to consumer and community concerns are developed.

Conclusion:

Currently there are 68 long-term care facilities within the City of Toronto, with approximately 11,850 beds. Applying the formula used by the Province in estimating the possible number of new facilities for Ontario, the introduction of 5,837 new beds for the City is the equivalent of building approximately 50 new homes. With a current waiting list of a little over 5,000 individuals for placement into long-term care facilities, these new beds have the capability of making a significant impact on waiting periods for long-term care consumers.

The current Provincial allocation for community long-term care services in Toronto is $168.8 million for C.C.A.C.s and $92.7 million for community support which includes funding for home support, supportive housing for the elderly, palliative care, the Homemakers and Nurses Program, and attendant care for people with disabilities. These figures are approximate and amount to a total of $261.5 million. The new dollars of $125.5 million will raise the total to approximately $387 million by the year 2006. This represents a 40 percent increase in community long-term care expenditures. These are significant long-term care investments that will be made over the next eight years.

The Canadian Union of Public Employees, Local 79, has approached the City, via the Mayor's office, to consider opportunities for redeveloping hospital sites scheduled for closure into possible municipal long-term care facilities. The Department believes that decisions related to the conversion of current hospital sites into long-term care facilities are best resolved by the facilities' Boards. Senior management of Homes for the Aged have been approached by the Ontario Association of Nursing Homes and Seniors' Services (O.A.N.H.S.S.) to provide its management expertise to those non-profit organizations seeking to submit proposals in the first round of long-term bed allocations. The Division is prepared to strengthen its partnerships with other community-based facilities and provide its management expertise, with limited implications for the City.

The Community and Neighbourhood Services Department anticipates Provincial notification to upgrade one or two of its homes to meet recently-announced facility design standards. In its consideration for retrofitting those identified facilities, the Department will report back to City Council with site-specific service requirements/enhancements and financial implications for the City. In response to changes to the long-term care system and issues identified within recent planning and research initiatives outlined above, the Department will undertake a review of the program and policy implications of expanded provincial funding for long-term care services for the City, and report back the findings to Toronto Council.

Contact Name:

Sandra Pitters:

Tel: 392-8907/Fax 392-4180

Lydia Fitchko:

Tel: 392-5397/Fax 392-8492

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The Community and Neighbourhood Services Committee reports, for the information of Council, also having had before it during consideration of the foregoing matter a communication (May 12, 1998), addressed to Mayor Mel Lastman, from Mr. Denis Casey, Acting President, Canadian Union of Public Employees, Local 79, respecting the expansion of the long-term care system; and requesting that the City of Toronto respond to the RFP with a proposal to renovate The Riverdale Hospital for use as a long-term care facility.

4

Ontario Disability Support Program/

Social Benefits Tribunal

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (May 28, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

The purpose of this report is to provide an overview of the new Ontario Disability Support Program regulations, which took effect June 1, 1998. This report highlights the key changes contained in the new regulations, and provides an initial overview and impression of the cumulative impacts for Toronto. The recently released regulations governing the new Appeal system proposed for Ontario Works and the Ontario Disability Support Program are also assessed.

Financial Implications:

The net financial impact of the new regulations will require further analysis and is therefore not known at this time.

Recommendations:

It is recommended that:

(1)this report be forwarded to the Minister of Community and Social Services; and

(2)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Background:

In June 1997, the Social Assistance Reform Act (S.A.R.A.) was tabled in the legislature by the Minister of Community and Social Services (M.C.S.S.). S.A.R.A. created two new statutes: the Ontario Works Act (O.W.A.), which replaces the General Welfare Assistance Act (G.W.A.), and the Ontario Disability Support Program Act (O.D.S.P.A.), which replaces the Family Benefits Act (F.B.A.), and the Vocational Rehabilitation Services (V.R.S.) Act.

Through the O.D.S.P.A., the Province set out to create a new program solely for persons with disabilities, moving them outside the conventional "welfare" system. The stated intent is to "take people with disabilities off welfare" and "to support them towards the goals of independence and employment".

In July 1997, the Community Services Department reported to the former Metropolitan Council on the details of S.A.R.A. (Clause No. 2 of Report No. 10 of The Human Services Committee). Based on the information available at the time, the report assessed the impacts of the new legislative framework. At that time, the Department indicated it strongly supported the Provincial direction with respect to the creation of the Ontario Disability Support Program, and commended the Province for recognizing the inappropriateness of placing persons with disabilities in the existing social assistance system.

The O.D.S.P.A. was proclaimed on June 1, 1998. Information about the new program was provided to municipal officials in a mid-May briefing session. However, the regulations were not available in final form until the end of May, with the result that the Department is currently in the process of undertaking an in-depth analysis of the impacts for clients and for program delivery. The information contained herein is drawn primarily from the Provincial briefing materials and summaries, and from an initial review of the regulations.

This report describes the key features of the new program, and briefly discusses the implications for applicants and clients. The report also assesses the program delivery impacts on the Social Services Division of the changes contained in the new regulations.

On June 1, 1998, the new social assistance appeal system also took effect. At this time, the Social Benefits Tribunal replaces the existing Social Assistance Review Board. Again, the regulations governing the appeals process have only recently been made available. This report describes the main features of the new process, and a provides a preliminary assessment of impacts.

Discussion:

(I)Ontario Disability Support Program Act: Key Features:

The O.D.S.P.A. replaces the former F.B.A. Passed in 1967, F.B.A. provided benefits on a long term basis to a range of eligible clients, including single parents, blind, disabled or permanently unemployable person, foster child(ren) and persons 60 years and over. The special needs of F.B.A. recipients were met by granting Supplementary Aid through the G.W.A. delivery system.

For some time, the disabled community and others have voiced their concerns about providing benefits to people with disabilities and serious long term health problems through the "welfare" system. O.D.S.P. addresses these concerns by establishing a separate program targeted at people with disabilities and people over 65 years of age. Of significant importance is the fact that the new program recognizes that many people with disabilities can and do wish to work.

The new program has two primary functions: to provide income support to disabled people who are in financial need; and to provide employment supports to clients who want to work. The new Income Support program provides financial assistance to those who qualify, introduces new eligibility criteria and new approaches to the treatment of assets, income and special needs, and establishes a centralized process for adjudicating disability. The Employment Supports program replaces the V.R.S. Act, and provides services to support people with disabilities as they move towards employment. The Province will continue to deliver the program. However, the City is required to cost-share Provincial staffing costs on a 50/50 percent basis as part of the downloading of responsibilities to municipalities.

The O.D.S.P. is substantially changed from the former F.B.A. and V.R.S. programs, and in many instances is significantly improved. Having undertaken a preliminary review of the O.D.S.P. regulations, the Department reiterates its support for the Province's approach to serving disabled people. The following section highlights the key features of the new program. Appendix A provides an overview of the major changes made under the O.D.S.P. regulations, and the impacts on clients.

Program Purpose and Objectives:

The O.D.S.P.A. contains a clear statement of purpose for the program which emphasizes the importance of providing both income and employment supports to disabled individuals. A number of equally clear objectives have been articulated for the program, to ensure that it now provides:

(1)clear and understandable new criteria for eligibility based on recognizing restrictions in the activities of daily living in the home, in the community and in the workplace, supported by a new process for assessing whether a person qualifies;

(2)greater opportunities for independence by recognizing costs more fully within the program's policies regarding assets, income, and gifts and loans; and

(3)additional emphasis on assisting people towards employment with practical employment supports that range from employment planning assistance and skills development, through technological aids and devices, to interpreters and ongoing job supports.

The Department supports these objectives and believes that they are largely accomplished through the regulations governing the program.

Eligibility for O.D.S.P.:

A person is eligible for O.D.S.P. who is 18 years of age or older, has a disability that substantially restricts activities of daily living, and is in financial need. Persons aged 65 years and older, who are not eligible to receive Old Age Security (O.A.S.), are also eligible. For the first time, persons in receipt of Canada Pension Plan Disability benefits are eligible if they meet the financial needs criteria. Previously, under F.B.A., such individuals had to undergo a separate medical exam to qualify.

A positive feature of O.D.S.P. is that persons aged 60-64 who qualified for F.B.A. before January1,1998, will continue to be eligible for O.D.S.P., as will permanently unemployable and disabled recipients eligible before May 1, 1998. The Department strongly supports this provision. Current benefit levels, which compare favourably with levels provided to disabled people in other provinces, are retained for all program beneficiaries.

Employment Supports:

Through a new Employment Supports program, the O.D.S.P. provides a range of services to people with disabilities who can and want to work. These services will be provided to any person for whom a disability presents a substantial barrier to employment, whether or not they are receiving income assistance under the O.D.S.P. Prescribed employment supports include employment consultation and planning, employment preparation and training, job placement services, as well as provision for the costs of various tools, equipment or aids necessary to secure and sustain employment. The Province has indicated that the budget for the wider range of supports provided has been increased to about $35 million per annum, versus $18 million under the former V.R.S.

Unlike F.B.A., persons who reapply for benefits within one year following an unsuccessful employment experience will be rapidly reinstated without retesting, provided they qualify financially for the program. This is a positive step. Overall, the new program increases incentives for, and expands services to, people who want, and are able, to work.

Definition of Disability:

The O.D.S.P. establishes a new definition of disability which refers to "substantial restrictions in one or more activities of daily living such as personal care, functioning in the community, and the workplace." The disability, which may result from mental or physical impairment, has to be major, continuous, or recurrent in nature, and must last for one year or longer. This is a much more focused definition than was used under F.B.A. It consciously avoids labelling people unemployable, a feature of the previous disability test that was considered unproductive by the disabled, and by advocates and organizations working with the disabled community.

At the same time, people previously considered permanently unemployable who were eligible for Family Benefits, including non-disabled people who had a serious employment barrier (e.g., drug or alcohol problem), will no longer be considered disabled, and will not be eligible for O.D.S.P. These individuals must now apply for social assistance benefits through Ontario Works (Appendix B highlights the implications of this change for singles and families). As the Department has previously indicated, single parents and new applicants aged 60-64, who previously could receive F.B.A., will now only be eligible to receive social assistance through O.W.

The Department anticipates that the outcome of these changes will be a sizable decrease in the number of people who will be eligible under O.D.S.P.A. compared with F.B.A. The degree that the new definition of disabled and the actual disability test restrict eligibility will depend on the actual operation of the new disability adjudication process. The Department is concerned that the impact of this change will be to increase the number of hard to serve clients receiving O.W. The potential impacts for the Social Services Division will be delineated in section (II).

Disability Adjudication Process:

The program introduces a new standardized and comprehensive disability test, and clear criteria for retesting, which should result in greater consistency in the assessment process across the Province. The newly formed Disability Adjudication Unit will make decisions verifying that a person is disabled. The Unit will include a broader range of expertise than was previously the case under F.B.A., and include Occupational Therapists, Nurse Practitioners and Physiotherapists, as well as Physicians, Psychologists and Optometrists.

Once a disability determination has been made, clients will only be retested if and when the disability is expected to improve. Persons with no expectation of improvement in their disability will not be retested. Under F.B.A., all clients were required to undergo regular medical exams on an ongoing basis to qualify for benefits.

Treatment of Assets and Income:

The program contains revised financial rules (notably higher asset limits) than the former F.B.A. program, plus a range of other changes which will allow people to access and retain income from specific sources. Clients with disabilities will be able to keep more of their assets to cover the costs associated with a disability. Specific details regarding these changes are contained in Appendix A. Overall, the impact of these changes is to increase the resources available to disabled persons and their families to support a higher quality of life, and to expand their potential to seek employment if they wish to.

(II)Program Delivery Impacts:

The O.D.S.P. will have a number of impacts on the Social Services Division, and for the social services delivery system in Toronto. As indicated previously, the new regulations have been received only recently. Consequently, this assessment is based on an initial review of the regulations.

O.D.S.P. Service Delivery Model:

A key impact for Toronto's social services delivery system relates to the Province's decision to use Ontario Works as the entry point for the majority of clients applying for O.D.S.P. While the Province initially indicated O.D.S.P. and Ontario Works would operate independently, the relationship between the programs is in many ways similar to that which existed between G.W.A. and F.B.A. In essence, there has been minimum disentanglement of the municipal and provincial delivery systems.

Thus, any client in immediate financial need will be expected to apply for financial assistance through Ontario Works while a decision is being made regarding eligibility for O.D.S.P. The Province estimates that over 80 percent of all applications to O.D.S.P. will be made through Ontario Works. In most instances, cases can be expected to remain on O.W. for at least four months before a determination of eligibility is made. It is also very likely that O.W. staff will be required to assist clients prepare the information and materials necessary to make a disability claim.

The Department has two overall concerns. First, the application process for disabled clients needs to be further streamlined. The application process will be discussed in greater detail below. Second, there will clearly be staff resource and operational implications for the Social Services Division related to serving O.D.S.P. applicants.

O.D.S.P. Application Process:

As indicated, disabled clients in immediate financial need will apply for O.D.S.P. through the Ontario Works program. The application process has a number of features:

(1)anyone who believes he/she has a disability has the right to apply for O.D.S.P.;

(2)financial eligibility for O.W. must be established immediately for all clients who apply for O.D.S.P. through the O.W. program;

(3)applicants for O.D.S.P. who are receiving O.W. financial assistance will have participation requirements deferred without medical documentation once in their lifetime;

(4)applicants who request immediate financial assistance through O.W. can use the substantially higher O.D.S.P. asset levels once in their lifetime to establish financial eligibility for O.W. pending resolution of their eligibility assessment under O.D.S.P.;

(5)in most circumstances, applicants must now request an application for disability determination directly from the O.D.S.P. office, which will then be forwarded to them for completion;

(6)applicants have 90 days to complete the forms necessary for the determination of disability by the Provincial Disability Assessment Unit, after which an application may be withdrawn; and

(7)when it is determined that an applicant has a disability and is eligible for O.D.S.P., financial eligibility must be re-confirmed by the O.D.S.P. office.

The Department has a number of concerns related to potential impacts on clients of the new applications process. Formerly, potentially eligible clients were required to apply to F.B.A. as part of the O.W. requirement to pursue all available sources of income. This requirement no longer exists under O.D.S.P. In addition, Social Services Division staff will no longer be able to make direct client referrals to the O.D.S.P. for clients who refuse to seek the medical attention necessary to complete the disability determination process, as was occasionally the case under the F.B.A. program. These changes restrict an O.W. caseworker's ability to assist disabled clients who may be eligible for O.D.S.P. and whose needs could best be met through the program, but who do not, or cannot, initiate applications, possibly because of their disability.

The Division also recommends that the Province establish specific protocols for applications from vulnerable clients, such as homeless persons, which waive the 90 day application limit, and which does not penalize such clients if an initial application is not completed.

Hard to Serve Clients on O.W.:

As noted previously, people who no longer qualify for O.D.S.P. because of changes in the definition of disability, but who still require financial assistance, will apply for benefits under the Ontario Works program. Many of these individuals may not be employable because they have multiple barriers or health problems. Even with additional resources, it is not realistic to assume that these individuals will be able, or should be expected, to participate in mandatory O.W. activities such as Community Participation placements.

Therefore, the Department reiterates the request made in July 1997 that the Province ensure participation requirements can be permanently deferred for people who clearly will not be able to take part in these activities.

Dependent Adults:

In families where the family head is disabled and in receipt of O.D.S.P., adult family members over the age of 18 who are financially dependent as defined in the O.D.S.P. regulations are subject to O.W. participation requirements. It is the responsibility of the local O.W. site to ensure that dependent adults establish service plans, meet the objectives set out therein, and comply with OW participation requirements.

At this time, the number of adult dependents in receipt of benefits under the former Family Benefits program who will have mandatory participation requirements is not known. Nor is it possible to estimate how many new applications for O.D.S.P. will be made by families in which a dependent adult resides. However, any increase in O.W. participants resulting from this policy will have implications for the Division, potentially affecting budgets, staffing and physical space requirements. Until further information about the potential number of adult dependents with O.W. requirements is available, the Division is unable to provide any reasonable estimate of possible impacts.

During the implementation of O.D.S.P. over the remainder of 1998, the Social Services Division will be required to develop a plan with the Toronto Area O.D.S.P. offices to administer this component of the O.D.S.P./O.W. interface. More information and clarity about the number of clients involved is one issue that will need to be investigated with Provincial staff during the implementation of the new program.

Implementation Issues:

In certain cases, the detailed information necessary to begin to implement changes, and to administer the new functions required at the O.W. office, have not yet been conveyed to municipal delivery sites. The Department is working with Ministry officials to ensure that the new processes for referring clients with disabilities to the O.D.S.P. program are put in place with minimum disruption to clients wherever possible. In fact, it is imperative that Ministry and Social Services Division staff collaborate effectively over the next year to achieve this objective, not only with the introduction of O.D.S.P. but with the ongoing implementation of O.W.

The Division also recognizes that it will be necessary to explore effective ways, with the assistance of key community agencies, of helping disabled people apply for O.D.S.P. Given the scope of the new Provincial package that must be completed as part of the new disability determination process, clients will likely require support from appropriate community organizations, including community health clinics and agencies providing services to disabled persons. The Division is concerned that if these community supports are not developed, certain disabled applicants, particularly the most vulnerable clients, will not be able to fulfil the requirements of the new process.

Finally, the Department continues to be concerned about the speed with which changes are being made, and the lack of lead time to review the implications of new regulations before they take effect. It has become increasingly difficult to adequately inform and train staff, and inform clients and the community, about the wide range of changes occurring. Substantial efforts will be required to prevent deterioration of service and to preserve program integrity during the implementation period, and to ensure to the degree possible that the O.W. and O.D.S.P. regulations, and the new appeals process can be introduced with minimum disruption to service delivery.

(II)New Appeals Processes:

As of June 1, 1998, the new appeal processes mandated within the O.W.A. and O.D.S.P.A. take effect. The Province has indicated its intention is to streamline the process and make it more efficient. As part of the change, the Social Benefits Tribunal (S.B.T.) becomes operational. All new appeals, with few exceptions, will be forwarded to the S.B.T., while the existing Social Assistance Review Board is phased out. The basic features of the new appeals system are described below:

(1)all O.W. delivery sites must develop an internal review system which meets specific criteria laid out in legislation and regulation (e.g., specific time frames and procedures for conducting all internal reviews). The purpose of the internal review process is to ensure that all efforts are made at the local level to resolve issues before they are referred to the Provincial appeals system;

(2)all appeals must be processed through the internal review system before they can proceed to be the Social Benefits Tribunal, which replaces the Social Assistance Review Board as the final decision-maker within the social assistance appeals system; and

(3)the mandate and scope of the S.B.T. is more focused compared to S.A.R.B.'s. A number of matters are no longer appealable, as set out in legislation. The Tribunal will also employ a new case management approach to the hearing process.

The Department supports the requirement to develop an internal appeals system, and believes that embedding this requirement in legislation, and providing clear parameters for the review process, will improve the quality and consistency of decision making.

The Social Services Division has for some time utilized an internal review process, and intends to build on this process to meet the new legislative and regulatory requirements. At this time, the Division is assessing what changes are required to bring internal appeals process into compliance. For the most part, only minor modifications will be necessary. However, given the fact that the new regulations governing the appeals process have only recently become available, significant efforts and staff resources will be required to rapidly make the needed changes, and to inform staff, and clients, about how the process will work.

Transition to the Social Benefits Tribunal S.B.T.:

The Province has recently indicated in a Bulletin from the S.B.T. that the transition to the new appeal system will be gradual. According to the M.C.S.S., the two review boards will continue to operate for some time. Effective June 1, 1998, all decisions regarding an individual's entitlement for O.W. or O.D.S.P. must be appealed to the Tribunal, and will be dealt with under the new O.W.A. and O.D.S.P.A. However, S.A.R.B. will continue to hear all appeals filed before June 1, 1998. In these cases, the appeals will be dealt with according to the former G.W.A. Act and the Family Benefits Act as appropriate. As well, S.A.R.B. will continue to be the board of review for all decisions made regarding the ongoing eligibility of sole support parents and foster parents under F.B.A.

The Division anticipates that the overlap between the two systems will be administratively complex to manage, demand additional staff resources, and be confusing to both clients and staff. It is possible that a client could have appeals simultaneously before both S.A.R.B. and the Tribunal. It is, therefore, critical that the Province provide municipalities with the necessary information to clearly understand how the new S.B.T. will operate, and allow sufficient time for this information to be absorbed and communicated to staff and clients.

Conclusion:

The Department believes the new O.D.S.P. represents a positive step in assisting eligible disabled people in Ontario. The inclusion of enriched employment supports and the favourable changes made to the treatment of assets and income will clearly benefit program recipients. A number of important operational and program administration issues must still be worked out before the new program can be effectively implemented. The Social Services Division has had limited time to review and analyse all of the information recently released by the Province related to the new program. Consequently, the Division will continue to assess the impacts of the new regulations and further Provincial directions, and report back to Council as appropriate.

Overall, the Division supports the approach adopted by the Province in developing a new appeals system, including the emphasis on an internal appeals process governed by clear parameters and criteria. It is anticipated that the changes will improve the quality of decision-making. At this point, additional information is required to more precisely determine the program administration impacts of the new appeals system on the Division.

Contact Name:

Heather MacVicar

392-8953

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Appendix A

Summary of Ontario Disability Support Program Regulations

Appendix B: Case Examples

(1)Changes to Definition of Disability: Permanently Unemployable Clients versus Disabled Clients:

(1)Single Person:

(2) Family: Two Parents plus Dependent Adult:

¹Previously eligible under F.B.A. Permanently unemployable category eliminated under new definition of disability.

²Responsibility for providing service and monitoring participation requirements of dependent adults resides with Municipal O.W. delivery agents. These families will be required to interact with both O.W. and O.D.S.P. programs.

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The Community and Neighbourhood Services Committee reports, for the information of Council, having received an overhead presentation on the Ontario Disability Support Program by Ms.HeatherMacVicar, General Manager, Social Services Division, Community and Neighbourhood Services Department.

(A copy of the aforementioned presentation was forwarded to all Members of Council and a copy thereof is on file in the office of the City Clerk.)

5

Capital Funding of Metropolitan Toronto

Housing Authority Projects

(City Council on July 8, 9 and 10, 1998, amended this Clause by adding thereto the following:

"It is further recommended that the matter of representation on the Board of Directors of the Metropolitan Toronto Housing Authority be referred to the Community and Neighbourhood Services Committee for consideration.")

The Community and Neighbourhood Services Committee recommends:

(i)the adoption of the report dated June 3, 1998, from the Commissioner of Community and Neighbourhood Services Committee, subject to Recommendation No. (4) being approved in principle pending receipt of the KPMG and Carson reports; and further that the Commissioner of Community and Neighbourhood Services consider the necessity of hiring a qualified technical consultant at that time;

(ii)that the Board of Directors of the Metropolitan Toronto Housing Authority (MTHA) be requested to desist from selling off any more scattered MTHA units; and

(iii)that a work group be established to assist the Commissioner of Community and Neighbourhood Services in negotiations with the Federal and Provincial Governments on the downloading of social housing, and that she be requested to seek the assistance of MTHA unions, tenant representatives, and interested housing coalitions in this regard.

The Community and Neighbourhood Services Committee reports, for the information of Council, having requested the Commissioner of Community and Neighbourhood Services to:

(a)send out immediately the invitation to representatives of the two local unions that represent the Metropolitan Toronto Housing Authority on-site workers, tenant representatives, and others who may be interested in addressing the Committee, as requested by the Community and Neighbourhood Services Committee at its meeting on April 23, 1998; and

(b)submit a report to the July 16, 1998, meeting of the Community and Neighbourhood Services Committee on the Department's position with respect to selling off MTHA scattered units.

The Community and Neighbourhood Services Committee submits the following report (June3,1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report comments on material presented on April 23, 1998, to the Community and Neighbourhood Services Committee by Mr. Rashmi Nathwani, Chair of the Metropolitan Toronto Housing Authority (MTHA) and Mr. Peter Schafft, Chief Executive Officer of MTHA. The Commissioner was asked to report back to the Committee on whether the capital funding details provided by MTHA in their presentation included the $200 million repairs highlighted by the Provincial Auditor in his 1997 report.

Recommendations:

It is recommended that:

(1)the Ministry of Municipal Affairs and Housing be requested to confirm the amount of capital funding which has been included for MTHA in the total costs attributed to the downloading of social housing in the City of Toronto;

(2)the Ministry of Municipal Affairs and Housing be requested to provide City staff with copies of the final reports on the condition of the MTHA portfolio that are currently underway and access to the consultants that have been retained to do the work;

(3)staff meet with the consultants currently retained by MTHA and OHC (IBI and KPMG) in order to establish a fuller understanding of the background and terms of reference for their reports and the methodology which they have used in preparing the reports;

(4)the City retain a qualified technical consultant to report on the capital needs of the MTHA portfolio. The consultant would review the material that has been provided by MTHA on the condition of their portfolio, comment on the apparent differences in the estimates of capital funding requirements in this material and conduct further audits, verifications, etc., as required. As well, the consultant would also provide an opinion to the City as to what funding options would be appropriate to financing the capital needs of the MTHA portfolio in the next five and ten-year period; and

(5)in view of the time constraints on the carrying out of a full due diligence study, the City support the principle of a cap on its exposure for capital work as recommended to the Social Housing Committee by the Public Housing Working Group, and that this cap include the OHC building functionality category, as well as the life-safety, structural integrity and legislative categories.

Background/History:

Over the past few months, the City has received a variety of material from MTHA and OHC describing the physical condition of its portfolio. Unfortunately, a clear picture does not emerge.

MTHA, in its presentation to the Committee, has stated that it requires $40 million per year in capital funding on an ongoing basis and that, with this amount, their portfolio will be kept in good repair.

As part of its presentation to the Community and Neighbourhood Services Committee, MTHA submitted a copy of a recent report by the IBI Group for OHC, titled "Analysis of Building ConditionAssessments." The report analyses the results of detailed Building Condition Audits doneon asampling of Public Housing projects throughout Ontario in 1998, and similar information generated internally using CAMP/IAMS data. Included in the sampling were 18 MTHA projects which include approximately 4,200 units. Based upon the external audits and the information provided by MTHA,IBI estimated that the capital requirements for MTHA for the period from 1998-2002 is$27.5 millionper yearand that in the following five-year period the need would be $16.2millionperyear. IBI indicated that elevator upgrading costs were not included in these estimates - this would likely amount to between $1-2 million per year.

The IBI Group has projected an annual capital expenditure amount for the next five years of approximately $29 million, whereas MTHA has projected an annual expenditure of $40 million for the same time period.

As well, in his recently published 1997 report, the Provincial Auditor stated that in 1994 the backlog of capital projects at MTHA was estimated by KPMG to be approximately $230 million; he observed that a backlog still exists (of approximately $200 million and that funding has not yet been received to clear it - December 1996).

MTHA's own current view is that there is no backlog. Recently they have retained KPMG to do a follow-up study to their original work, completed in 1994, which identified the $230 million capital backlog at MTHA. KPMG will also look at work done in the past five years and identify current and long-term funding requirements, including any capital backlog that might exist. It is anticipated that this report will be completed by the end of July 1998.

In summary, considerable information describing the condition and capital funding requirements of the MTHA portfolio has been received; however, much of this information is contradictory and the reports received to date do not identify financing options which would assist the City in funding the capital needs of MTHA.

In view of this uncertainty, it is urgent that the City act to clarify the situation and to limit its exposure. In particular, the following measures are suggested:

(1)It is understood that the Province's social housing download figures include an annual allowance for MTHA capital work of $40 million per year. However, we have no formal confirmation of this and it is suggested that MMAH be requested to confirm this figure.

(2)Recently, the Public Housing Working Group (PHWG) submitted its final report to the Social Housing Committee, an advisory committee established by the Province to assist in implementing the devolution of social housing. The PHWG report outlines options for the transfer of public housing to the municipalities and options for its future administration. The report recommends that the City's exposure for capital work expenses related to public housing should be capped at 1997 levels for the three highest priority capital categories as defined by OHC.

In view of the fact that a full "due diligence" procedure is not possible given the time constraints, capping the City's exposure for capital work as recommended by the PHWG is a reasonable alternative. However, it is important to realise that to be effective, limiting the cap to the first three OHC categories (A - life-safety, B - structural integrity and C - legislative changes) is not adequate, as these three categories represent only a very limited portion of the capital funding requirement. Category D (building functionality) items normally account for the largest category of capital expenditure (in excess of 75 percent) and includes nearly all major building envelope and mechanical and electrical work. The cap on the City's exposure should be extended to include this category.

(3)In order to develop a clearer understanding of the capital needs of the MTHA portfolio, it is recommended that the City commission a third party report on the capital requirements of MTHA based initially on a review of the material that has been received (commenting on any contradictions and inconsistencies) and incorporating any work that is currently underway. Although the consultant would use existing material he might very well need to go beyond it - for example additional audit work might be required to adjust the original sampling.

The consultant would generate estimates of the capital funding requirements of the MTHA portfolio for the next five and ten years; the report should also examine and recommend funding options that would be appropriate to finance the capital requirements of MTHA.

This study work would require OHC's co-operation, but it is recommended that it be funded by the City as a transition expense.

Conclusion:

These measures should help the City gain a clearer understanding of the capital needs of the MTHA portfolio, confirm the figures included in the Provincial downloading for MTHA, and set a cap on the City's funding exposure that includes the major expenditure categories. A review to determine whether it would be appropriate to adjust the level of this cap could be undertaken when the various studies are in hand.

Contact Name:

Bob Dryden

Director of Asset Management - MTHCL

Tel: 392-3723

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Councillor Howard Moscoe, North York Spadina, appeared before the Community and Neighbourhood Services Committee in connection with the foregoing matter.

(City Council on July 8, 9 and 10, 1998, had before it, during consideration of the foregoing Clause, the following communication (June 18, 1998) from Councillor Howard Moscoe, North York Spadina:

As you are aware, the provincial government downloaded the responsibility for paying the bills for the former Metropolitan Toronto Housing Authority (MTHA), (OHC) holdings in Toronto.

Last year when the Province announced it planned to contract out the management, Metro objected to decisions being made about the management of this housing stock without our participation, and for the time being, the government backed away.

At that time, the Minister committed to consultation before major changes. As of now:

(a)we pay the bills;

(b)we don't own the units; and

(c)major decisions are being made about the former MTHA holdings with complete disregard for our input.

I regret to advise you that yesterday, Wednesday, June 17, 1998, the Board of MTHA voted to put out to private sector proposal call the management of 4,500 units. What is most disappointing is that the motion was placed by the Minister's own appointee to the Board.

I am writing to request that we, as the funders of this operation, ask the Board of MTHA to not go forward with this proposal call and take no further action on this matter until such time as our Housing Company has had an opportunity to thoroughly review the issues and make recommendations to Council.

There are over 40,000 persons on waiting lists for social housing. There is a severe shortage of units. The number of families being housed in cheap motels is growing and homelessness is becoming a way of life for thousands of our citizens.

What is even more disturbing is a policy decision by the Board of MTHA to sell off 18,000 scattered units which presently house needy families. I understand that only one of these units has been sold and I suggest that we, as the funder of this portfolio, insist that they reverse this policy immediately and that they stop selling units.)

6

Proposed Redevelopment - North-East Quadrant,

North Regent Park, Don River Ward

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (May 25, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

To update Council on the progress of negotiations between the Province, the developer, and the City, and on the principal issues relating to the proposed redevelopment.

Funding Sources, Financial Implications and Impact Statement:

No direct costs to the City, related to the proposed redevelopment, have been identified to date.

Recommendations:

(1)That, subject to such amendments as may be approved by Council as redevelopment proposals are more fully developed, the appropriate City officials be authorized to execute an Agreement with the Ontario Housing Corporation (OHC), releasing the City's reversionary interest in the lands in North Regent Park bounded by Gerrard, River, Oak and Sumach Streets, subject to the following conditions being met:

(a)the developer obtaining approval, from all required regulatory agencies, of any Official Plan Amendment and/or rezoning that may be required, and the subdivision of the land to implement the intended redevelopment of the subject site, and entering into any development, collateral and/or other agreements that the City may require;

(b)the developer and the Ministry of Municipal Affairs and Housing (MMAH) entering into an agreement satisfactory in form and content to the City Solicitor and the Commissioner of Community and Neighbourhood Services, regarding the implementation of the proposed redevelopment;

(c)the intended owner entering into a Social Housing Agreement, or an equivalent, with the City regarding the 163 units which replace the existing assisted housing stock on the lands in question, which assures:

-their long term existence as assisted housing;

-adequate funding to ensure their maintenance in good physical condition;

-their operation on a long-term basis as rental housing for low-income households; and

-that the units will be owned and operated by a non-profit corporation both before and after the expiry of the existing Operating Agreement;

(d)CMHC restructuring its debenture interest in the subject lands, and providing such mortgage insurance as may be required, both on terms which permit implementation of the redevelopment proposal;

(e)the developer obtaining a commitment to finance the entire proposed redevelopment from an institutional or other lender acceptable to the City;

(f)agreements being in place between the developer, OHC, and MMAH which ensure the relocation of existing tenants from the redevelopment area, into equivalent units in the Metropolitan Toronto Housing Authority (MTHA) or OHC portfolios, to allow for site clearance and redevelopment, and which provide for the rehousing of the displaced tenants in the new units should they so desire, or their right to remain in their replacement units;

(g)municipal facilities to be conveyed to the City as part of the proposed redevelopment of the subject lands are designed to City standards, and to the satisfaction of the appropriate City officials;

(h)the Chief Building Official has issued a letter to the effect that building permits will be available for the 163 replacement units upon payment of the required fee;

(i)the developer guaranteeing that sufficient funds from the proceeds of sales be directed to pay down the mortgage on the 163 replacement units, or to the purchase of an annuity (the determination of the appropriate approach will require financial modeling of both) to ensure sufficient funds are available to cover their on-going operation based on the current level of subsidy;

(j)cost savings realized through negotiation with utilities or regulatory agencies be directed to the benefit of the redevelopment;

(k)Council declaring its reversionary interest surplus under Section 193 of the Municipal Act; and

(l)if the above conditions are satisfied, the City's release of its reversionary interest will be conditional upon commencement of construction of the 163 replacement units within six months of the date upon which they are satisfied.

(2)That staff be requested to report again, as necessary, on progress in meeting the above conditions; financial implications for the City, if any, as they are identified; and the extent to which the City's goals and objectives are being met.

(3)That the City request the Provincial and Federal Governments to address the problem of ensuring on-going funding for all the assisted housing developments for which the existing Federal/Provincial Operating Agreement expires in 2013.

Background/History:

By the adoption, as amended, of Clause No. 5 of Report No. 4 of the Community and Neighbourhood Services Committee at its May 13 and 14, 1998, meeting, Council authorized staff to continue meeting with the developer identified by the Province through its 1997 Proposal Call, with Ministry of Municipal Affairs and Housing staff, and with the North Regent Park Working Committee. That report set out the City's goals and objectives for the redevelopment:

-protection of affordable housing, and existing tenants;

-the creation of a livable community which complements the surrounding neighbourhoods;

-expenditure equality with the Province regarding public sector contributions to the redevelopment; and

-a full and open exchange of information between all parties.

Staff were also requested "to report again in two months on the progress of negotiations between the parties, and the extent to which the City's goals and objectives are being satisfied." This report is in response to that request.

Finally, staff were instructed, "to report back to Council when the redevelopment proposals are further advanced including all costs, revenues, and any contributions from the City, if required." Further reports will be provided on costs, if any, as they are identified.

Comments:

Although no formal planning approval application has yet been made, City staff have now attended several meetings of the Working Committee. In addition, staff has met on several occasions with the developer and Ministry staff in an effort to more fully understand the proposed redevelopment. Staff are constantly being provided with the most recent pro-formas for the proposed redevelopment, and have seen two site plan proposals.

The complexity of the undertaking, the number of issues to be considered and resolved, and the potential risk for all parties mean that much work remains to be done. Nevertheless, progress is being made. The recommendations in this report are, in part, a response to a request from the Working Committee that the City clearly set out the conditions it will expect to be met in order to relinquish its reversionary interest in the land. The Working Committee understands that the conditions may have to be modified as the redevelopment proposal itself evolves.

The redevelopment proposal will replace the 163 existing RGI units with an equal number of new units, having the same distribution of unit sizes and types (townhouse and apartment) as are currently on the site. In addition to replacing the existing stock with new units, 81 ownership townhouses, 77 market condominium apartments, and 150 seniors' units will be added to the subject site. To facilitate management and maintenance, the developer is proposing that all units, whether ownership or rental, be part of a condominium corporation.

The seniors' building would be sold to an owner/operator in advance of construction. The ownership family units would have to be pre-sold, at prices representing the low-end of market for affordable ownership units, to assure the income needed to finance the replacement RGI units. The replacement units would be owned by a non-profit corporation. Woodgreen Community Centre, a non-profit organization, is a member of the development team, and is a possible owner of the 163 replacement rental units. They are working with existing tenants to develop a set of acceptable management practices for the new units.

The terms of a proposed tenant relocation agreement have been considered by the Working Committee and appear to be nearing resolution. The Province, through the Metropolitan Toronto Housing Authority will be responsible for tenant relocation costs, including moving and service/utility hook-ups. The estimated cost is in excess of $200,000.00.

In estimating capital costs of the redevelopment, some items add a significant financial burden - the realty tax charged to the replacement RGI units, the cost of underground electrical service as currently required by Hydro, and the assumed cost of paying-off the share of the existing CMHC debenture attributable to the subject site.

Regarding realty taxes, existing non-profit rental housing owned and operated by Woodgreen is tax exempt. The developer is working with the Provincial Assessor in an effort to achieve similar status for the 163 replacement units in the redevelopment. CMHC has been requested to release its debenture interest in the subject lands at no cost as the proposed redevelopment could result in a more-than-equivalent increase in the value of the remaining lands covered by the debenture. Finally, the developer will have to negotiate with Hydro to realize the $700,000.00 saving that would flow from providing overhead electrical service. Any savings realized through these or other means should be used to benefit the redevelopment, rather than going to the developer's advantage.

The existing Federal/Provincial Operating Agreement, under which both levels of government share equally the subsidy required to operate the existing units, expires in 2013. The Province has downloaded its financial responsibility to the City. Federal funding will end with the expiry of the Agreement. There is a 1969 agreement in place in which the Province agrees to continue operating these units, at its own expense, as RGI housing until 2024, when the site is scheduled to revert to the City.

The existing Operating Agreement covers many more units than those in the redevelopment area. It includes, for example, all of North Regent Park, Moss Park, etc. The resolution of the problem created by this massive withdrawal of funding by the Federal Government cannot be addressed solely by the proposed redevelopment under consideration here. Were the City to take the position that this issue must be resolved before redevelopment proceeds, the proposal would certainly die. A requirement that the 163 replacement units be owned by a non-profit corporation will at least ensure their continuing operation on that basis, on terms similar to those that may be negotiated in the future for the entire portfolio for which funding lapses. The City should be requesting the Federal and Provincial governments to start addressing this looming problem now.

The Ministry has agreed with the developer to cover front-end costs, up to a ceiling of $246,000.00 for the design work required to prepare plans to a level of detail sufficient to make the necessary applications for City approval, in the event that the redevelopment does not proceed due to OHCs inability to reach agreement with the City of Toronto to provide for the relinquishment of the City's reversionary interest.

The developer and the Ministry are working with CMHC to restructure its debenture interest in the redevelopment area in order to permit the proposal to proceed, and to obtain mortgage insurance which a private lender will require to finance the proposed redevelopment.

A key outstanding matter related to encumbrances on the land is the City's reversionary interest. As noted in our previous report, MMAH has requested that the City release its reversionary interest. Under existing Agreements, the ownership of the land comprising the whole of North Regent Park reverts to the City in 2024. This matter is one that residents are most anxious to see addressed. Without the City's agreement to release or restructure its reversionary interest, redevelopment cannot proceed.

Recommendation No. (1) sets out conditions which the City should expect to be fulfilled prior to releasing its reversionary interest in the subject lands. These have been reviewed with the developer, MMAH staff, and the North Regent Park Working Committee. Council's endorsement of these conditions will indicate its willingness to encourage the proposed redevelopment through establishing clear and specific conditions.

Conclusions:

The proposed redevelopment is a significant initiative, with potential benefits in the immediate community, its surroundings, the City as a whole, and more broadly where similar public housing developments are deteriorating. The efforts underway to demonstrate a mechanism which renews the housing stock, allows existing subsidized tenants to remain in place, and integrates assisted and market housing through private/public endeavour should be strongly supported.

Contact Name:

Joanne Campbell

Tel: 392-6135/Fax: 392-3037

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The Community and Neighbourhood Services Committee reports, for the information of Council, also having had before it during consideration of the foregoing matter a communication (June 11, 1998) from Mr. John Sewell, Chair, North Regent Park Working Committee, advising that the Working Committee generally endorsed the report at its meeting on June 9, 1998.

Councillor Pam McConnell, Don River, appeared before the Community and Neighbourhood Services Committee in support of the foregoing report.

7

Development of Youth Shelter Demonstration Project -

11 Ordnance Street, Trinity Niagara Ward

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (June 9, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report outlines a plan for developing an existing City-owned warehouse at 11 Ordnance Street as a model shelter project for street youth. The report requests that the building be assigned for shelter purposes.

Funding Sources, Financial Implications and Impact Statement:

The Capital Leverage Fund contains $500,000.00 which is available to support the capital costs of this project. These funds reside in a reserve account created for this purpose.

The 1998 Homeless Initiatives Fund is requesting approval from the Municipal Grants Review Committee for $50,000.00 for the Youth Street Survivors Housing Support Project which will assist with the development and implementation of this shelter project. Funds are available in the approved 1998 Consolidated Grants Program Budget. No other operating funds will be needed in 1998.

Sources of ongoing operating funds are being explored by Hostel Services.

Recommendations:

It is recommended that:

(1)the youth shelter demonstration project be developed at 11 Ordnance Street and staff report back on the progress of this project;

(2)the existing City-owned site at 11 Ordnance Street be assigned to the Community and Neighbourhood Services Department for shelter projects;

(3)if and when the property is required for the Front Street Extension, the building will be vacated; and

(4)the appropriate City officials be authorized and directed to take the necessary actions to give effect thereto.

Council Reference/Background:

During consideration of the Capital and Operating Budget of the Community and Neighbourhood Services Department on March 30 and 31 and April 2 and 3, 1998, the Budget Committee requested that the Commissioner of Community and Neighbourhood Services submit a report to the Community and Neighbourhood Services Committee on the development of 11 Ordnance Street as a model housing project.

Comments and/or Discussion and/or Justification:

Description of 11 Ordnance Street:

11 Ordnance Street is a 33.2m x 57.9m municipally owned site located in the Trinity Niagara Ward (Ward20), east of Strachan Avenue, south of King Street West. The site includes a warehouse building which was built in the 1920s with a ground floor area of 1722.3m² in a number of large open sections. The overall building is in good repair and the open span structure of the building means that alternative forms of housing can be built within the shell without extensive structural changes. In addition, the structure is ideal for two-storey construction within the building as more than 70 percent of the building has ceiling heights in excess of 20 feet. The northern section of the building was partially renovated this past winter for a temporary overnight facility for homeless people which closed the end of May 1998. This property has been surplus to the needs of the municipality for some time, however, there is a long-term plan for the Front Street Extension which could potentially affect this property. If and when the property is required for the Front Street Extension, the building will be vacated.

Plan for the Use of 11 Ordnance Street:

After some street youth occupied Nathan Phillips Square in 1996, a group of youth serving agencies and municipal staff began to look at housing issues. The idea for a project which assists homeless youth to develop the skills necessary to obtain and maintain housing came out of these and other related discussions over the past two years with more than 15 agencies which work with homeless youth and/or provide housing. Youth themselves have repeatedly indicated that they need both housing and jobs. This past winter, the plight of one group of homeless youth living in the "Rooster" squat received national attention and highlighted the need for such services.

This report comments on the key elements of a long term plan to efficiently utilize an existing building to develop a model transitional housing project for street youth which addresses the cycle of streets, hostels, housing and back to the streets. In the short term, Women's Residence, a City operated hostel for single women, is using the space from June 1, 1998 to December 15, 1998, while their permanent hostel undergoes renovations. Thus 11 Ordnance Street will continue to be utilized for homeless people while the plan for street youth is further developed.

Development of the Program for Street Youth:

The long term plan is for a two tiered project for 50 street youth which will break the cycle of streets, hostels, housing and back to the streets. The project will primarily assist street youth to develop the skills necessary to get and keep housing and secondarily develop similar skills to access employment/educational opportunities. Youth will also receive assistance to access health care. The project will focus on homeless young men and women ages 18-24 years who have demonstrated an interest in developing housing skills through participation in a hostel program.

The first tier of the project will be a resident assessment area with minimal housing amenities where residents and staff can plan an approach to skills development. Most residents will stay no longer than six months in this tier and while many will move into the next stage, others will move directly into housing in the community of their choice.

The second tier will be in five to six houses with shared living rooms, dining rooms, bathrooms and private bedrooms. Residents will be able to stay a maximum of 12 months and will further develop the skills necessary to find and keep housing and a job. There will be additional interior common multipurpose space to compensate for the lack of exterior yard space. Uses of this space would include social/recreational activities and community economic development projects.

The City will work with an experienced agency to develop this project and will work in partnership with other programs in order to promote linkages to existing resources. Street youth who are potential residents will be consulted through the efforts of this lead agency in collaboration with the Youth Street Survivors Housing Support Project, a project funded through the City's Homeless Initiatives Fund. Staff have already met with a small group of agencies who have indicated interest in participating in the development of a project such as this. These agencies will be invited to the project's Resource Working Group which is being organized immediately to work with the City to further develop the model and to address issues such as consultation with key stakeholders and program evaluation. Participants will include community agencies with expertise in operating youth hostels, housing projects, employment programs for street youth and health care services for street youth and will ensure that this project is strongly connected to the appropriate sectors.

A notice is being sent to community agencies working with homeless youth and which currently receive municipal funding asking them to indicate their interest in being selected as the lead agency. The selection criteria for the lead agency will include demonstrated ability to work with street youth to provide effective services, demonstrated ability to collaborate with other youth serving programs and a history of accountable relationships with the municipalities.

By the end of 1998 the following will be accomplished: the City, the lead agency, and the Resource Working Group will have further developed the program model; a building design will be developed with input from the City, the lead agency, the Resource Working Group, and some potential residents; a Building Permit will have been issued, and renovations will be underway. Appendix A contains a development plan with deadlines.

Staff have consulted with the local ward councillors regarding this plan and will keep them updated as the project moves forward.

Budget Implications:

The City's capital contribution of $500,000.00 will provide a modest facility with minimal amenities, however, staff will work with the lead agency and Resource Working Group to fundraise furnishings, equipment and other requirements. The City's funds will also lever donations of labour and materials/furnishings from the private sector and service club organizations and resources from the other levels of government.

The 1998 Homeless Initiatives Fund request for $50,000.00 for the Youth Street Survivors Housing Support Project is currently before the Municipal Grants Review Committee and, as part of its intensive housing help to street youth survivors, includes support for the development of the Transitional Housing/Extended Shelter Project and assistance to residents during the implementation of the Transitional Housing Project.

No other operating funds will be needed in 1998. Sources of ongoing operating funds are being explored by Hostel Services.

Conclusions:

Staff have identified the need for a model shelter project for street youth which breaks the cycle of streets, hostels, housing and back to the streets. This project will assist 50 street youth to develop the skills necessary to get and keep housing and jobs. This site, 11 Ordnance Street, is surplus to the current needs of the City and should be assigned to Community and Neighbourhood Services. Staff will be reporting back on the progress of this project.

Contact Name:

Joanne Campbell

Interim Functional Lead, Housing

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Appendix A

Project Development

Key Steps:Critical Path:

Project Development:

-Establish the Resource Working GroupJune-July 1998

-Select the lead agencyJune 1998

Building Development:

-Tender and hire building design June-July 1998

-Working drawingsAugust-September 1998

-Tender and hire contractorJuly-August 1998

-Building permit applicationSeptember-October 1998

Construction:

-Site preparation and constructionNovember 1998-April 1999

Site Vacated:

-Women's Residence moves

back to their renovated buildingDecember 15, 1998

8

Palliative Care Pilot Project for the Homeless

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (June 4, 1998) from the Commissioner of Community and Neighbourhood Services subject to amending Recommendation No. (3) by deleting the words "about a year's", and inserting in lieu thereof the words "six months", so that such recommendation reads as follows:

"(3)a progress report be submitted to the Community and Neighbourhood Services Committee in six months' time on the outcome of this pilot program and any research data developed; and":

Purpose:

This report seeks Committee approval to set up a pilot project to provide palliative care to homeless men staying at the Seaton House Annex.

Funding Sources, Financial Implications and Impact Statement:

None.

Recommendations:

It is recommended that:

(1)the Department be authorized to set up a palliative care pilot program at the Seaton House Annex;

(2)this program be conditional on the appropriate support being provided by the Coroner's Office and Mount Sinai Hospital;

(3)a progress report be submitted to the Community and Neighbourhood Services Committee in about a year's time on the outcome of this pilot program and any research data developed; and

(4)the appropriate City officials be authorized to take the necessary action to give effect thereto.

Council Reference/Background/History:

The former Metropolitan Council authorized the opening of the Seaton House Annex two years ago. This was in response to one of the recommendations of the Coroner's Jury which investigated the freezing deaths of three homeless men. The palliative care pilot program now being proposed is a natural extension of the work of the Annex.

Comments and/or Discussion and/or Justification:

The Seaton House Annex has been referred to as a "wet hostel" and the service is based on a harm reduction approach. It has 51 beds which are consistently filled. By all measures, this program has been exceptionally successful in reaching a group of severely alcoholic men who were living outside.

Tragically, many of our clients are in the last stages of life and need our help and care more than ever. Turning our backs on these men at this stage leaves them without acceptable options. Helping them to the end is the ultimate act of our harm reduction approach.

An abbreviated copy of the palliative care proposal developed by Annex staff is attached and provides a good overview. A more detailed background report is available upon request.

Staff have had a number of meetings with the Coroner's Office, Mount Sinai Hospital, and other agencies. The pilot program will only proceed when appropriate arrangements are in place with these other organizations.

Because palliative care is an emerging field and because this may be the first homeless shelter to include this service, a research feature will be included. If the service is successful, then this research may be extremely valuable to other organizations working with the homeless in Toronto, as well as other cities in North America.

Conclusions:

This proposal is realistic and is intended to alleviate human suffering. It is a frightening experience for these men to go into hospitals, or to be removed from friends and familiar surroundings. The palliative care proposal by the Annex staff should be supported.

Contact Name:

John Jagt

Director of Hostel Services Division

Tel: (416) 392-5358/Fax: (416) 392-8876

E-mail: john_jagt@metrodesk.metrotor.on.ca

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Seaton House Proposed Protocol for

Palliative Care Pilot Project

(1)Definition of Palliative Care and its Implementation at Seaton House:

In the first twelve months of operation in the Annex, three clients died on the premises. Two of these deaths were foreseeable. We must recognize that the health realities of our clients, whose bodies have worn down after decades of the effects of poverty and chronic substance use, are not currently being addressed. While they died in a place where they felt at home, their deaths lacked the dignity that any person deserves. Palliative care is built on the foundation of acknowledging the dying process, and honouring the choices an individual who is going through that process, makes. One of the most important elements of palliative care is the successful management of physical, psycho-social, and spiritual pain. Palliative care aims to reduce the harm to an individual within the final months, weeks or hours of their lives.

It is our intention to implement this program at the Seaton House Annex harm reduction facility. Currently there are ten men residing in the Annex's 24-hour program whose age and chronic health concerns make them likely candidates for this new initiative. The small size of the Annex combined with the high staff-to-client ratio enables the Annex staff to work closely with the clients in a therapeutic fashion. It is important to acknowledge that the clients in the Annex have developed a sense of ownership and belonging making the Annex the ideal environment to initiate this program.

(2)Objectives of the Pilot Project:

One of the foundations of palliative care is providing a "death with dignity" approach to client service. Another goal of the program is to reduce pain and suffering for the client during the final stages of life. This model would meet a need not currently being met in the community. Systemic benefits of this model would provide palliative clients with a sense of purpose, as well as the knowledge that they had friends and people who will miss them.

This program will provide an excellent opportunity to forge partnerships with health care providers in the community, building links with other agencies to better serve our clients. We will be developing the program with an eye towards its implementation at other facilities serving the homeless in Toronto.

(3)Description of Program:

We intend to initiate the program within our current 24-hour facility. The staff will assess potential clients and, if concerned about their health, consult with the visiting doctor to the Annex. When a serious health concern is recognized, a doctor from the Temmy Latner Centre for Palliative Care (TLCPC) at Mount Sinai hospital will be asked to make a palliative assessment. A case plan will then be formulated with the palliative care doctor, the staff at the Annex and the presenting client. The case plan will include long-term treatment decisions, pain management protocol, issues involving a living will, including "Do not resuscitate" (DNR) orders if deemed appropriate. A DNR order by a client is their informed, stated choice to not be resuscitated in the event of a catastrophic occurrence (such as cardiac or respiratory arrest). It is hoped that when a client gives his informed consent, it will allow him to die where he is most comfortable and in a dignified fashion. Comfort measures will be implemented using available resources within the Annex, Seaton House, TLCPC and Community Care Access Centres (CCAC) for nursing and homemaking resources. Careful and thorough documentation will be necessary to follow the client's progress and document success indicators for further clients.

All program co-ordination will take place from the Annex, liaising between all health care initiatives and the Annex clientele.

(4)Staff's Role:

One of the main aspects of the Annex staff's role will be to assist health care professionals in understanding and dealing with the unique problems and circumstances of our clientele. Providing on-site support and counselling for the residents who are dying, as well as providing bereavement counselling for their fellow residents and staff is also an important function of the model. We will be responsible for the day to day operation of the program including assisting the clients with their functional daily activities. If, during the course of a shift, our non-medical staff notice that a client is in distress, they will contact the on-call physician as opposed to contacting 911 if indicated in the case plan.

This model will be implemented by a program co-ordinator and facilitated by all staff in the Annex. The co-ordinator will be responsible for dealing with the community health care agencies, co-ordinating communication between the various agencies involved, including TLCPC, CCAC and St. Michael's Hospital. Educating members of the community and other service providers will be an important facet of the program that will be managed by staff at the Annex. As well as our regular operations, research into the effects of the program and assessing the needs of this population will be vitally important for any future applications of this pilot project. Ultimately, it is the responsibility of the co-ordinator to ensure that clients are receiving appropriate health care within this new program.

(5)Health Care Professional's Role:

Medical assessment of the clients will be provided by one of the visiting physicians that tend to the Annex clients on a bi-weekly basis. They are also available on-call 24 hours per day. When appropriate, this physician will refer clients to be assessed by one of the doctors from the TLCPC. Subsequent to the assessment of the client, the palliative care doctor will tend to the needs of the client, including regular visits and medical case planning with their new patient. TLCPC, in concert with the visiting doctor, will help to guide Annex staff in the provision of the appropriate health care for the clients. Weekly clinical consultation with the Annex staff and the TLCPC team to ensure that the client is receiving the most beneficial service available to him.

As the need arises for extended care, CCAC will be involved in providing nursing and homemaking support. Since Annex staff will be primarily involved in the day-to-day care of the clients, TLCPC team will provide palliative care training. "Care for the caregiver" will also be included in this training.

9

Review of the Use of Motels for Homeless Families

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (May 19, 1998) from the Commissioner of Community and Neighbourhood Services; and further that Councillors Raymond Cho and Olivia Chow be appointed to the steering committee referred to in Recommendation No. (2):

Purpose:

This report requests Committee approval to conduct a review of the current practice of using commercial motels to shelter homeless families.

Funding Sources, Financial Implications and Impact Statement:

None.

Recommendations:

It is recommended that:

(1)the Department be authorized to conduct a review of the use of motels for homeless families;

(2)a steering committee be established which is composed of the four City Councillors from Scarborough and two Councillors from the Community and Neighbourhood Services Committee.

(3)the consultations seek appropriate input from homeless families, social agencies, Toronto Board of Education, neighbourhood associations and affected City Councillors;

(4)a final report be submitted to the Community and Neighbourhood Services Committee by the end of 1998; and

(5)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

In October 1987, Metropolitan Council authorized staff to make the necessary arrangements to shelter families in commercial motels. Regular shelters were filled and Council responded to the need to ensure that all families received such emergency assistance. Motels have become a staple of the hostel system since.

Comments and/or Discussion and/or Justification:

The use of motels has drawn mixed reactions. Clearly, after ten years of using these facilities, for overflow from the regular shelters, it is time to review the situation.

Currently, there are almost 800 people staying in 239 rooms in 11 different motels along the Kingston Road corridor. About 440 are dependent children.

On the one hand, motels offer a quick and affordable alternative. Some families indicated that they prefer the privacy offered by motels to that of regular shelters.

On the other hand, increasing lengths of stay and the impact on these families, and the concentration in certain communities have become a cause for concern.

Accordingly, a review of our practice to shelter homeless families in motels is needed. This review would give Council the information required to set a future direction for this important area of service.

Proposed Process and Terms of Reference:

Staff from Social Development Division and Hostel Services Division will be assigned to support two main work activities: the preparation of background research; and the design and implementation of the consultation process.

It is proposed that the background research would cover the following areas:

(1)the history of supporting homeless families in the shelter system and background on the decision to use commercial motels;

(2)the trends and usage patterns of motels over the past ten years, including the current usage;

(3)the comparison of motel usage with existing shelters;

(4)research on the impacts of motel living on families, communities, and schools; and

(5)alternative options.

The consultation process would include inviting families currently in motels, former clients, local neighbourhood organizations, school representatives, and representatives from relevant service agencies (such as CAS) and the Provincial Government to discuss the issues related to the impact of motel usage on families and communities, and possible service alternatives to support homeless families.

Conclusions:

After ten years of continuous use and with growing pressures on the system, it is time to review the use of motels for homeless families and determine the appropriate direction for the future.

Contact Name:

John Jagt, Director of Hostel Services Division

Tel: 392-5358/Fax: 392-8876

E-mail: john_jagt@metrodesk.metrotor.on.ca

10

Proposed Use of Birkdale Villa as a

Hostel for Women and Their Children

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the report dated June 1, 1998, from the Commissioner of Community and Neighbourhood Services.

The Community and Neighbourhood Services Committee reports, for the information of Council, having requested:

(a)the Commissioner of Economic Development, Culture and Tourism to investigate the need to enhance the Edgewood Park playground located directly to the south of Birkdale Villa home for women with children and take the appropriate measures to ensure that the recommendations of the Midland Park Community are addressed as soon as possible;

(b)the Commissioner of Community and Neighbourhood Services and the Commissioner of Economic Development, Culture and Tourism to submit to the Community and Neighbourhood Services Committee in November 1998 a progress report on the use of Birkdale Villa as a hostel for women and their children, such report to include the financial implications of the program; and

(c)the Commissioner of Community and Neighbourhood Services to invite Mr. Bruce Rivers, Executive Director, Children's Aid Society of Metropolitan Toronto, to visit the Birkdale Villa facility.

The Community and Neighbourhood Services Committee submits the following report (June1,1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

The purpose of this report is to authorize the use of Birkdale Villa as a hostel for mothers and their children located in Ward 15.

Funding Sources, Financial Implications and Impact Statement:

The approval for the use of this facility as a hostel will be funded from the operating budget on a per diem basis.

Recommendations:

It is recommended that:

(1)the use of Birkdale Villa at 1229 Ellesmere Road, be approved as a hostel for homeless mothers and their children;

(2)the current directive to not exceed a maximum enrolment of 25 students at Edgewood Public School continue; and

(3)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

The former Metropolitan Council previously approved the use of Birkdale Villa (Clause No. 1 of Report No. 1 of The Human Services Committee) as a temporary accommodation for the residents in the Robertson House program while it was under construction.

A status report on Birkdale Villa was approved (Clause No. 11 of Report No. 4 of The Human Services Committee).

Comments and/or Discussion and/or Justification:

The Birkdale Villa has been used as a temporary hostel since August 1996, while renovations were being done to Robertson House at 291 Sherbourne Street. It is anticipated that these renovations will be completed this summer and Robertson House will reopen in time for the beginning of the school year in September 1998.

A review of the use of Birkdale Villa has been completed. The Councillors representing this area and a number of service agencies and community organizations were consulted. A per diem agreement has been reached with the owners of Birkdale Villa, conditional on the approval of Council and subject to entering into a formal contract.

For the past 22 months, a Community Liaison Committee has met several times and issues surrounding the use of Birkdale Villa as a hostel have been discussed and ultimately resolved. There has been minor impact on the neighbouring community. A full community meeting was held on May21, 1998, at the Edgewood Public School with both Councillors and Hostel Services staff present.

Several community groups have been helping out at Birkdale Villa, namely Aisling Support Group, Creative Expressions, Tropicana Toy Caravan, Mother Goose Program, Discoveries, Homework Clubs with tutors from neighbouring high schools, and individuals who organize shopping trips to the local market. In addition, there is a licensed nursery program run by Children's Services Division and a full-time liaison worker in Edgewood School, funded through Earlscourt Community Centre.

The greatest impact has been on Edgewood Public School, but the number of students has been limited to 25 students, as directed by Council. This quota was exceeded at the beginning of school in September of 1997, because of the influx of refugee claimants from the Czech Republic. All the available motel rooms on Kingston Road were full so, as a result, families could not be referred to the motel program.

Families with school age children were admitted to Birkdale Villa because we felt that we could not deny entry of the hostel system to single mothers with their children. In early 1998, Birkdale returned to its quota of 25 students.

Birkdale Villa has proven to be a suitable facility for homeless women with children. About 60percent have fled abusive relationships. While initial approvals centered on the use of this facility during the renovation of Robertson House, needs have continued to grow. In August 1996 when we began to use Birkdale Villa, the shelter system for women with children accommodated 730 people a day. That number has now risen to 1,007 people a day. Therefore, the Department recognizes the need to continue the use of this site for the foreseeable future.

Conclusions:

The present use of Birkdale Villa has been successful and the Department's continuing use of this facility as a hostel should be approved.

Contact Name:

John Jagt

Director of Hostel Services Division

Tel: 392-5358/Fax: 392-8876

E-mail: john_jagt@metrodesk.metrotor.on.ca

--------

The Community and Neighbourhood Services Committee reports, for the information of Council, also having had before it during consideration of the foregoing matter communications from the following:

-(June 11, 1998) from Mr. Bruce Rivers, Executive Director, Children's Aid Society of Metropolitan Toronto, supporting the continued use of Birkdale Villa as a shelter for women and children; urging the Committee not to approve any portion of the report restricting access to the shelter for women with school age children, due to the cap on children attending the local public school; and noting that there are often empty beds at Birkdale Villa while women with school age children are placed in motels; and

-(June 17, 1998) from Councillor Brad Duguid, Scarborough Civic Centre, in support of the recommendations embodied in the report dated June 1, 1998, from the Commissioner of Community and Neighbourhood Services; and recommending that Parks and Recreation staff be requested to investigate the need to enhance the Edgewood Park playground located directly to the south of Birkdale Villa home for women with children and take the appropriate measures to ensure that their recommendations are completed as soon as possible.

Councillor Brad Duguid, Scarborough Civic Centre, appeared before the Community and Neighbourhood Services Committee in connection with the foregoing matter.

11

Homes for the Aged - Uncollectible Account

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (May 8, 1998) from the Commissioner of Community and Neighourhood Services:

Purpose:

To obtain authorization to write-off an uncollectible account.

Funding Sources, Financial Implications and Impact Statement:

The cost associated with this bad debt will be accommodated within the Division's operating budget. Based on current funding arrangements, the cost of uncollectible accounts is shared equally with the Province. A total of $12,322.97 in accommodation arrears is outstanding. There will be no further accumulation of arrears; resident is deceased.

Recommendations:

It is recommended that:

(1)authority be given to the Homes for the Aged Division to write-off the arrears accumulated on behalf of I.S. while she was a resident at Bendale Acres; and

(2)the appropriate City officials be authorized and directed to take necessary action to give effect thereto.

Background:

On December 8, 1993, I.S. was admitted to Bendale Acres Home for the Aged, where she resided until her death on August 22, 1997.

At the time of admission, her son, W.S., executed an admission agreement on behalf of the resident. Regular monthly payments were made until March 1994, at which time the account went into arrears. From March 1994 until May 1995, the Division forwarded letters and phone calls were made to the son requesting that the account be maintained in good standing. Payments made were sporadic, and on May 19, 1995, the account was referred to the Legal Department for collection purposes, as all efforts by the Division to satisfy the account had failed. At this time, the amount outstanding was $4,812.65. The Legal Department immediately forwarded a demand letter to W.S. but payment in full was not made. Unable to obtain W.S.'s home address, the Legal Department served a Statement of Claim on W.S. at his business address on November 7, 1996. Service of the Statement of Claim seemed to have the desired effect in that W.S. paid the Home $3,100.00 with a notation that "the extra amount on this cheque is to pay down the balance owing. Future cheques will have extra amounts to clear this matter up as quickly as possible." However, over time, payments became less frequent and arrears began to accumulate. On March2, 1997, the Legal Department issued a second Statement of Claim but served this one on I.S., the resident. Arrears owing at that time were $10,414.78. It was hoped that this would induce some sense of moral obligation by W.S. Unfortunately, although payments were being made, the balance of arrears owing continued to grow. I.S. failed to issue a Statement of Defence to the Legal Department, and on August 22, 1997, I.S. died. The Legal Department was unable to locate an estate for I.S. and recommended that the account be written off.

Conclusion:

The account is uncollectible and authorization to write-off the outstanding balance is requested. The City Solicitor and the City Treasurer concur with the recommendation to write-off this outstanding debt.

Contact Name:

Sandra Pitters:

General Manager, Homes for the Aged Division

Tel: 392-8907/Fax: 392-4180

E-mail: sandra_pitters@metrodesk.metrotor.on.ca

12

Visitors' Parking - Seven Oaks Home for the Aged

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the recommendation of the Advisory Committee on Homes for the Aged embodied in the following communication (May 28, 1998) from the City Clerk:

Recommendation:

The Advisory Committee on Homes for the Aged on May 28, 1998, recommended to the Community and Neighbourhood Services Committee, and Council, the adoption of the attached report (May 21, 1998) from the Commissioner of Community and Neighbourhood Services respecting visitors' parking at Seven Oaks Home for the Aged.

(Report dated May 21, 1998, addressed to the

Advisory Committee on Homes for the Aged, from the

General Manager, Homes for the Aged)

Purpose:

To obtain the approval of City Council to enter into an agreement with Centenary Health Centre to access reduced rate parking for visitors to Seven Oaks Home for the Aged, in exchange for the right for Centenary Health Centre to install and operate eight parking meters on the actual Seven Oaks site, which is City-owned land.

Funding Sources, Financial Implications and Impact Statement:

There is no cost to the City of Toronto in approving this proposal. Families currently accessing paid parking in the Centenary Health Centre's parking lots when visiting at Seven Oaks will realize savings through the negotiated reduced rate. The installation of parking meters at the entrance to the Home may result in some negative reaction from families; however, it is expected that any negativism may be offset by the benefit realized through the reduced rates for longer term parking.

Recommendations:

It is recommended that:

(1)the City of Toronto approve the plan of Centenary Health Centre to offer reduced rate parking in their Shoniker Parking Lot for visitors to Seven Oaks Home for the Aged;

(2)in exchange for the consideration outlined in Recommendation No. (1), the City of Toronto enter into a licensing arrangement with Centenary Health Centre to install and operate eight parking meters on the city-owned land on which Seven Oaks is situated, at a cost of $0.25per fifteen minutes;

(3)the license arrangement include a provision to maintain the parking meter fees at $0.25 per fifteen minutes with no increase for two years;

(4)the license arrangement be in a form and on terms and conditions satisfactory to the City Solicitor; and

(5)the appropriate City officials be authorized and directed to take the necessary action to give effect hereto.

Background:

Seven Oaks is a 249-bed Home for the Aged, owned and operated by the City of Toronto, which is situated at the corner of Neilson Road and Ellesmere Road, directly across the street from Centenary Health Centre. When Seven Oaks was built in 1989, the City-owned land on which it was constructed was insufficient to allow for the provision of a Home-specific visitors' parking lot. The only parking available on City-owned land is eight parking spaces at the front entrance to the Home, which are used primarily for pick-up and drop-off of residents; two of these spaces are designated for pick-up and drop-off (between the hours of 7:00-9:00 a.m. and 4:00-6:00 p.m.) of children attending the child care program operated by the Children's Services Division within the Home. These limited parking spaces are provided on an honour system.

However, when planning for the Home's construction and care and service program to respond to community need, staff consulted with representatives from Centenary Health Centre, in an attempt to find a resolution to the parking issues. Centenary Health Centre owns considerable land immediately west of (i.e., across Neilson Road) and immediately south of the Seven Oaks site. Centenary Health Centre offered the use of their parking lots for visitors to the Home, on a fee-for-service basis, at the same rate as it set for visitors to the hospital. It should be noted that Centenary Health Centre houses a continuing care unit (chronic care) in which individuals reside for an extended period of time, and for that reason the hospital's representatives would not approve a rate for Seven Oaks visitors below what it charged for its own long-term care family members and visitors.

Over the years since 1989, Seven Oaks and Centenary Health Centre have enjoyed a very positive working relationship with respect to both access to the parking lot and with respect to a number of other initiatives. For example, Seven Oaks and Centenary Health Centre operate a joint Day Centre for older adults, and residents of Seven Oaks are able to take advantage of a number of medical and paramedical services available on site at Centenary Health Centre.

Notwithstanding the past co-operation between the two organizations, the issue of paid visitor parking at Seven Oaks is the most common area of dissatisfaction amongst family members of residents, and an area that generates a number of complaints to administration on a regular basis. Through its Family Committee (Family Circle), Home Advisory Committee, and staff efforts, the administration of Seven Oaks has attempted, over the last number of years, to find a satisfactory outcome that will result in the alternative way to provide parking to residents' families at a reasonable cost.

Recently, the Family Circle, with the support of the Home's administration, presented another proposal for reduced parking to representatives of Centenary Health Centre. The proposal was accepted by Centenary Health Centre, with some revision, and the background and facts of the proposed solution are outlined in the remainder of this report.

Comments:

Current Parking Arrangements:

Centenary Health Centre has made the "Shoniker Parking Lot" available to staff and visitors to Seven Oaks. This lot is located immediately south of Seven Oaks, and there is an accessible walkway from the parking lot to the Home. The lot is a controlled access lot which requires the use of an activated swipe card, or payment by use of a token system when exiting from the lot.

Staff purchase quarterly parking passes for $65.55 from Centenary Health Centre. Seven Oaks assumes responsibility for sending out notices to staff, collecting the quarterly fees, and forwarding them to Centenary Health Centre. There are currently 117 staff from Seven Oaks Home for the Aged and Seven Oaks Children's Day Centre purchasing quarterly parking passes.

Volunteers are provided with parking tokens by Seven Oaks on a gratis basis, upon presentation of the entrance ticket issued when they enter the lot. It is believed that the provision of parking is an appropriate way to recognize the significant contributions made to the Home by volunteers. By way of interest, the volunteers of Seven Oaks contributed approximately 11,000 hours of voluntary service in 1997. The cost of an individual token is $1.00, and the costs for volunteers' tokens is borne out of the Home's operating budget, at an approximate cost of $250.00 per year.

Visitors to the Home currently have three options with respect to parking:

(1)attempting to access one of the eight spaces available at the front entrance to the Home (one of which is designated as handicapped); visitors utilizing these spaces are expected to sign-in at the Seven Oaks switchboard, and display a parking pass on their windshield. Unfortunately, these spaces are often used by other than Seven Oaks visitors, by individuals who wish to take advantage of free parking rather than use the hospital's fee-for-service lots. This causes significant difficulty in families being able to access these spaces for pick-up and drop-off of residents;

(2)purchasing a monthly pass for $44.00 from Centenary Health Centre and parking in the hospital lot immediately west of Seven Oaks. This allows visitors unlimited entrances and exits from the parking lot. As visitors purchase these passes directly from Centenary Health Centre, we do not have accurate information with respect to how many family members regularly take advantage of this option. Some of the family members at Seven Oaks have indicated that this option does not meet their needs, as they do not visit on a daily basis and therefore the monthly cost is not reasonable; and

(3)paying a $5.00 fee for parking at the Shoniker Parking Lot each time they enter and exit the lot. If families visit in excess of nine times in a given month, this option is more costly than option number two.

Although all applicants to the Home are advised prior to admission regarding the restricted parking, the lack of low cost parking remains one of the most common dissatisfiers amongst residents' families once admission has taken place. Families do understand that there are many other long-term care facilities which have similar restricted or no parking. Similarly, they are aware that a number of long-term care facilities offer their own paid parking; however, the rates of these facility-controlled lots are often less than the rates currently in place at Centenary Health Centre, and there is the understanding that the revenue from parking goes back to the Home, to support care and service for the residents. At Seven Oaks, families do not see a direct benefit to either themselves or the residents in the current parking arrangements.

Possible Alternatives:

There are few alternatives to the current parking arrangement as the majority of the land adjacent to Seven Oaks is owned and controlled by Centenary Health Centre. As previously stated, the land immediately south of and west of the Seven Oaks site houses parking lots operated by the hospital.

There is open field space immediately north of the Seven Oaks site, between the Home and Ellesmere Road. This land, if available for purchase or lease, could conceivably be converted to a parking lot. However, unless this lot was also a paid, controlled lot, it is likely that visitors other than those going to Seven Oaks would utilize this lot, as currently happens with the spaces immediately outside the front door of the Home. If the lot was established as a free lot for visitors of the Home only, it would be necessary to staff the lot, and this would increase the Home's operating costs, at the same time as the Home is being required to reduce and rationalize direct resident care and service as a result of decreased Provincial funding. This strategy was not seen, therefore, as a viable solution.

There is little City-owned land associated with the Seven Oaks site; however, it might be possible to add approximately eight spaces to the current parking area by eliminating the green space in front of the Home. This is an area that is immensely enjoyed by residents however and, therefore, this option was not pursued as the most desirable.

The focus, therefore, in looking for alternatives to the current parking arrangement was to explore the possibility of securing reduced rate parking for visitors to Seven Oaks from Centenary Health Centre.

Proposed Alternative:

The Family Circle at Seven Oaks has done commendable work in looking at viable alternatives to the current parking arrangements, and working collaboratively with the staff of Seven Oaks and Centenary Health Centre to find a solution to the problem.

The Family Circle conducted two surveys with all current families associated with the Home, to gain an understanding of their level of frustration with the current parking arrangements, and to seek their input into options for change. Without question, the results of the surveys demonstrated that lack of reasonable cost parking is a great impediment to families who would like to visit on a more frequent basis. Families indicated their desire to visit more often to participate more directly in the care and daily lives of their loved ones, for example by assisting at mealtime, providing emotional support, participating in the Home's activities, and doing quiet visiting.

The Family Circle recognized that, since all of the available land in the area is controlled by the hospital, the most logical solution was to secure a community partnership agreement with Centenary Health Centre. Representatives of the Family Circle and the Home's administration met with hospital representatives, over a period of time, and shared the results of the two surveys.

The surveys, conducted in the spring and winter of 1997, focused on identifying the number of families that would be likely to utilize Centenary Health Centre's paid parking if a reduced rate was offered, and how many times a month they would be likely to visit. The surveys also proposed specific rates, in order to determine what rate was acceptable to most families. The results of the surveys indicated that there would likely be 684 (at a proposed rate of $2.50) to 890 (at a proposed rate of $1.00 to $2.00) visits per month. The majority of families who returned the surveys indicated strong support for the Family Circle's attempt to secure reduced rate parking on families' behalf.

Based on the volumes indicated in these surveys, the Family Circle negotiated with the hospital and secured an agreement to provide parking at a rate of $2.50 per visit (when exiting after 5:00 p.m. during the week, and at all times on the weekends), which is half of the current rate charged in the Shoniker Parking Lot. On weekdays, prior to 5:00 p.m., the exit rate would be set at $4.40 per visit, which is a savings of $0.60 per visit. One of the main reasons for support of the after-hours reduced rate was that there are more visitors to Seven Oaks during these times, and the Shoniker Parking Lot is under-utilized during these hours.

In order to operationalize this proposal, Centenary Health Centre would be required to install a new parking control system at the Shoniker Parking Lot, which would allow Seven Oaks visitors to use exit tickets purchased at a reduced rate of $2.50. The tickets would be sold in packages of 10 single use tickets; the tickets would be bar coded and good for one exit only with no expiry date. Seven Oaks would assume responsibility for the sale and monitoring of the tickets.

One of the conditions made by Centenary Health Centre in agreeing to this proposal was that Seven Oaks would agree to have parking meters installed in the parking spaces at the front door of the Home. Centenary Health Centre would provide the meters, collect the revenue, have their security staff monitor them, and issue tickets on behalf of the City of Toronto Parking Authority as appropriate.

The Family Circle's survey response indicates that the majority of families can support this action, if it results in reduced rate parking for longer visits. Centenary Health Centre has indicated that the meter rate that would be charged is $0.25 per fifteen minutes.

Seven Oaks' administration supports the proposal as negotiated by the Family Circle. First, the reduced rate parking responds to the largest dissatisfier amongst families. Second, although the parking meters may result in some other dissatisfaction, they will help to control the misuse of these parking spaces by other than Seven Oaks visitors. Last, the meter rate set by Centenary Health Centre is reasonable and will accommodate the intended use of these spaces (i.e., pick-up and drop-off of residents of the Home and children attending the child care centre).

The proposed arrangement has been discussed with representatives of the Children's Services Division, and they are in agreement with the proposal. Centenary Health Centre has indicated that their security staff would be reasonable in monitoring the metered spaces, particularly during the hours designated for child pick-up and drop-off.

However, it is understood that the eight spaces at the front door to the Home are on City-owned land, and, therefore, it is not possible for another organization to operate a business on City-owned land without a license agreement with the city. Staff of the Homes for the Aged Division have discussed this issue with staff of the Legal Department and understand that a license agreement, which allows enforcement of the parking by-law would be required, and staff are recommending that this action be taken, in an attempt to improve the parking arrangement at Seven Oaks.

Summary:

Lack of reasonably priced parking has been a long standing frustration amongst family members of residents at Seven Oaks. Although there are other homes for the aged and nursing homes with paid parking arrangements, it is usual, in these circumstances, that the rate is less than that which has been paid by Seven Oaks families, and/or that the revenue from this paid parking goes back to the facility to benefit the facility's residents. This is not the case at Seven Oaks.

Centenary Health Centre has worked collaboratively with Seven Oaks, on a number of projects, since the Home's opening, and has been co-operative in attempting to solve this problem in a manner that is fair to their own clients, and at the same time protects their revenue source at a time when hospitals, in general, are also realizing reduced funding.

The proposal outlined in this report is not a perfect solution. However, staff believe that it is a reasonable compromise, given the funding issues facing both organizations and the personal issues facing residents' and patients' families.

Staff of the Homes for the Aged Division are prepared to work with staff of the Legal Department to draft an agreement which is acceptable to Centenary Health Centre, protects the interests of the City of Toronto, and results in no cost to the City of Toronto.

The efforts of the Family Circle of Seven Oaks, in finding a creative solution to a long standing problem, are particularly noteworthy and appreciated.

Contact Name:

Karen Wallace, Administrator, Seven Oaks Home for the Aged:

Tel: 392-3502/Fax: 392-3579;

E-mail: karen_wallace@metrodesk.metrotor.on.ca

13

1999 United Nations International Year

of Older Persons

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the recommendations of the Advisory Committee on Homes for the Aged embodied in the following communication (May 28, 1998) from the City Clerk:

Recommendation:

The Advisory Committee on Homes for the Aged on May 28, 1998, recommended to the Community and Neighbourhood Services Committee, and Council:

(1)the adoption of the attached report (May 26, 1998) from the General Manager, Homes for the Aged; and

(2)that a staff group, comprised of representatives of the Community and Neighbourhood Services Department, Healthy City Office, Public Health Department, Parks and Recreation Department, and any other interested parties involved in seniors issues, including the Advisory Committee on Homes for the Aged and the Seniors Task Force, be established to ensure that an integrated plan for events is in place for the 1999 United Nations International Year of Older Persons, and report thereon through the Community and Neighbourhood Services Committee.

(Report dated May 21, 1998, addressed to the

Advisory Committee on Homes for the Aged, from the

General Manager, Homes for the Aged)

Purpose:

This report provides information on the United Nations International Year of Older Persons (IYOP) in 1999 and proposes a mechanism whereby the City of Toronto can support and be involved in IYOP recognition events and advocacy issues.

Funding Sources, Financial Implications and Impact Statement:

None.

Recommendations:

It is recommended that:

(1)this report be forwarded to the Community and Neighbourhood Services Committee;

(2)the Community and Neighbourhood Services Committee support the official involvement of the City of Toronto in the International Year of Older Persons;

(3)the Community and Neighbourhood Services Committee determine the most appropriate committee/task force that should be charged with the responsibility of planned IYOP recognition events and advocacy issues; and

(4)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Background:

Global demographics have changed and are continuing to change rapidly with studies showing that by the end of the current century 20 years will have been added to the average life span. Longevity is recognized as one of the great achievements of the 20th century; but this, coupled with a decrease in fertility, is creating a global change in the proportion of older persons, those aged 60 and above, from 1 in 14 to 1 in 4.

To meet the challenges of changing demographics, the United Nations (UN), in 1982, convened the World Assembly on Aging and, in the same year, the General Assembly endorsed an International Plan of Action on Aging. A practical strategy for the decade 1992-2001 includes the observance of the year 1999 as the International Year of Older Persons.

Comments:

The UN General Assembly's Proclamation on Aging states that the IYOP is being celebrated "in recognition of humanity's demographic coming of age and the promise it holds for maturing attitudes and capabilities in social, economic, cultural and spiritual undertakings, not least for global peace and development in the next century".

It is hoped that observance of the IYOP will be an integral stage in the evolution of the UN programme on aging, whose overall objective is the promotion of the United Nations Principles for Older Persons, their translation into policy, as well as practical programs and actions.

The UN's 18 Principles for Older Persons are grouped into five categories:

(1)Independence: Older persons need access to basic services and care; opportunities to work or make income; ability to influence the pace of withdrawal from the labour force; access to education and training opportunities; safe living environments and support to reside at home for as long as possible.

(2)Participation: Older persons should remain integrated in society and participate in decision making; be able to share their knowledge and skills with younger generations; be able to seek and develop opportunities for service to the community; and be able to form movements or associations of older persons.

(3)Care: Older persons should benefit from family and community care and protection; have access to health, social and legal services; be able to utilize appropriate levels of institutional care providing protection, rehabilitation and social and mental stimulation in a humane and secure environment; should enjoy human rights and freedoms when residing in any shelter, care or treatment facility, including full respect for their dignity, beliefs, needs and privacy for the right to make decisions about their care and the quality of their lives.

(4)Self-fulfilment: Older persons should be able to pursue opportunities for the full development of their potential; and should have access to the educational, cultural, spiritual and recreational resources of society.

(5)Dignity: Older persons should be able to live in dignity and security and be free of exploitation and physical or mental abuse; should be treated fairly regardless of age, gender, racial or ethnic background, disability or other status; and be valued independently of their economic contribution.

In support of the UN initiative, the Federal Government has set up a committee on the observance of IYOP with representation from all provinces. The Ontario Government's response to date has been the implementation of the Ontario IYOP Enabling Committee chaired by Margaret Harche, President of the Councils on Aging Network of Ontario (CANO). The Enabling Committee's mission statement is "to work towards the development of opportunities and the implementation of activities which will increase public awareness and action about the important role that older persons play in all walks of life in Ontario, in line with the twelve determinants of health, as identified by Health Canada, within the United Nations International Year of Older Persons theme 'Towards a Society for all Ages', for the year 1999; and to recognize the role that seniors have played in previous generations, their role today, and the future roles in our changing society."

The Final Draft of the Strategic Plan is attached, and includes the committee's five key objectives for the IYOP for which working committees have been struck: Research/Policy Action; Health Strategies; Education and the Development of an Intergenerational Curriculum; Communication to provide information on aging and positive presentations of the Older Person; and Celebratory Kick-Off Event(s).

Summary:

The local municipalities now amalgamated as the City of Toronto have a long history of consultation with and support for its elderly citizens. Census information from 1996 showed that the population of elderly (over 60) was 17.9 percent, an increase of 10 percent from 1991. This rate of growth is double the 5 percent increase seen in the City as a whole since 1991.

The City of Toronto is a major provider of programs and services to the growing population of the elderly. It is important, for the future of the elderly of Toronto, that the City maintain its leadership role as advocate for the issues of its elderly citizens.

IYOP offers the City of Toronto an opportunity to participate in a global effort to celebrate and benefit the elderly, and to confirm and showcase its past and future as the City for all ages.

Contact Name:

Rick Salmon, Supervisor, Operational Planning

Tel: 392-8926/Fax: 392-4180

E-mail: rick_salmon@metrodesk.metrotor.on.ca

(A copy of the document "Towards a Society for all Ages", the Ontario Enabling Committee Strategic Plan 1998-1998, was forwarded to all Members of the Council with the agenda of the Community and Neighbourhood Services Committee for its meeting on June 18, 1998, and a copy thereof is on file in the office of the City Clerk.)

14

Appointment to the Advisory Committee on

Homes for the Aged

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the recommendation of the Advisory Committee on Homes for the Aged embodied in the following communication (May 28, 1998) from the City Clerk:

Recommendation:

The Advisory Committee on Homes for the Aged on May 28, 1998, recommended to the Communityand Neighbourhood Services Committee, and Council, the adoption of the attached report (May 26, 1998) from the General Manager, Homes for the Aged, recommending the appointment of Mr. Julien LeBourdais to the Advisory Committee on Homes for the Aged for a three-year term, with the provision for an extension of an additional term, as outlined in the terms of reference.

(Report dated May 26, 1998, addressed to the

Advisory Committee on Homes for the Aged from the

General Manager, Homes for the Aged)

Purpose:

To fill the current vacancy for a resident/family representative on the Advisory Committee on Homes for the Aged.

Recommendations:

It is recommended that:

(1)Mr. Julien LeBourdais be appointed to membership on the Advisory Committee on Homes for the Aged, for a period of three years, with the provision for an extension of an additional term, as outlined in the terms of reference; and

(2)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Background:

On May 1, 1998, the Advisory Committee on Homes for the Aged amended the membership in the terms of reference. The terms of reference for the Advisory Committee on Homes for the Aged now requires that one of its members be a representative of the Inter-Home Residents' Council. The Inter-Home Residents' Council can select as its representative a resident/family member. The position is currently vacant as a result of the resignation of Ms. Karel Kyncl when she was discharged from the Home.

Comments:

Mr. Julien LeBourdais is the son of a resident at Lakeshore Lodge and has been actively involved in the Home. Since 1996, Mr. LeBourdais has represented issues through his involvement in the Advisory Committee of the Home. Prior to becoming a member of the Home Advisory Committee, Mr. LeBourdais was a supportive and enthusiastic participant in reinstating the Family Committee.

Mr. LeBourdais is a part-time photography instructor at community colleges.

Conclusion:

Mr. LeBourdais has indicated a strong interest in being considered for membership on the Advisory Committee on Homes for the Aged. There is evidence that he would act as a strong advocate and excellent spokesperson for the residents in the Homes for the Aged.

Contact Name:

Thora Smaller, Co-ordinator, Programs and Services

Tel: 392-5448/Fax: 392-4180

E-mail: thora_smaller@metrodesk.metrotor.on.ca

15

Changes to Membership and Quorum - Children's Action Committee

(City Council on July 8, 9 and 10, 1998, amended this Clause by adding thereto the following:

"It is further recommended that the Children's Action Committee be re-named the Children and Youth Action Committee.")

The Community and Neighbourhood Services Committee recommends the adoption of the recommendation of the Children's Action Committee embodied in the following communication (May 15, 1998) from the City Clerk; and further that the following additional changes to the membership and quorum be approved:

(a)that Trustee Lillian Schaeffer be appointed as the alternate of the Toronto District School Board Trustee;

(b)that Ms. Clara Wills, Early Year's Action Group (North York), and Ms. Sue Hunter, Toronto Child Abuse Centre, be added to the membership of the Children's Action Committee; and

(c)that the quorum of the Children's Action Committee be reduced to 12 members:

Recommendations:

(1)That Trustee Rose Andrachuk be appointed as the representative for the Toronto District Catholic School Board to replace Trustee Christine Nunziata.

(2)That Ms. Colette Murphy be appointed as the representative for the United Way to replace Ms. Cynthia D'Anjou-Brown.

(3)That Ms. Valerie MacDonald be appointed to replace Ms. Annie Kidder as the representative for People for Education.

Background:

The Children's Action Committee had before it communications from the following regarding its membership:

-(April 17, 1998) from Director of Education, Toronto Catholic District School Board, recommending that Trustee Rose Andrachuk be appointed as their representative to replace Trustee Christine Nunziata, who has resigned; and

-(April 30, 1998) from the President, United Way of Greater Toronto, requesting thatMs.Colette Murphy be appointed as their representative to replace Ms.CynthiaD'Anjou-Brown, who has resigned.

(A copy of each of the communications referred to in the foregoing communication was forwarded to all Members of Council with the agenda of the Community and Neighbourhood Services Committee for its meeting on June 18, 1998, and a copy thereof is also on file in the office of the City Clerk.)

16

Metro Youth Employment Outreach Program

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (June 3, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

To request the authority to renew the Department's contract with the Federal Government to continue delivering the Metro Youth Employment Outreach Program in the 1998-99 fiscal year.

Funding Sources:

The Metro Youth Employment Outreach Program is funded at approximately 78 percent by Human Resources Development Canada, and 22 percent by the City of Toronto.

Recommendations:

It is recommended that, subject to Human Resources Development Canada budget approval:

(1)authority be granted to the Commissioner of Community and Neighbourhood Services to enter into an agreement with Human Resources Development Canada to renew operations of the Youth Employment Outreach Program up to March 31, 1999.

(2)the total cost of the program not exceed $331,800.00 and the City of Toronto's contribution to the program for 1998 not exceed $73,000.00 net; and

(3)the appropriate City officials be authorized to take the necessary actions to give effect thereto.

Council Reference:

The Youth Employment Outreach Program was implemented in response to the 1983 Wolman Report on youth unemployment, entitled "Youth, the Forgotten Generation".

The Youth Employment Outreach Program employs six "street workers", case workers who make contact with disadvantaged youth in shopping malls, video arcades, Social Services' area offices, subsidized housing complexes and other locations, with the objective of linking them with appropriate and necessary community-based and government employment, training and education programs. Youth served include those in receipt of social assistance, homeless persons, hostel residents and early school leavers.

Comments:

The Metro Youth Employment Outreach Program is operated under contract with the Federal Government and is designed to assist youth who may be unable to access programs and services, and especially those who have otherwise given up in their frustrated efforts to find training, education and job opportunities. Approximately 16 percent of youth in Toronto are unemployed and another 13percent are underemployed. Resources for unemployed, disadvantaged youth to obtain adult education and training continue to be limited. Existing programs and services frequently have long waiting lists, and are difficult for youth to access. Documented problems associated with long-term unemployment for youth include violence, drug dependency, prostitution and crime. To facilitate youth access to the range of programs and services that address youth needs, program staff have developed strong working relationships with a comprehensive network of service providers in the Metropolitan region.

The program is contracted by Human Resources Development Canada to link youth to community-based and government-sponsored employment and training programs in order to enhance their prospects for integration into the labour force. The program has consistently satisfied the Federal performance objectives. In 1997, over 940 new youth cases were served, with over 1,200 referrals to employment opportunities, training programs and personal counselling services which resulted in over 700 placements.

Conclusions:

Economic conditions in the City of Toronto continue to adversely affect youth unemployment and associated social problems they experience. The City of Toronto is committed to address issues that affect youth employment in Toronto. Recently, Mayor Lastman hosted a Youth Employment Summit, entitled "Count Me In". Representatives from the three levels of government, business, education, labour, community agencies and youth themselves came together to discuss issues affecting youth employment. Many issues and strategies were discussed one of which identified the importance of reaching out and connecting to the more hard to serve and alienated youth. The Metro Youth Employment Outreach Program was identified at the summit as a crucial link between this client group and available agencies and services.

Furthermore, the Metro Youth Employment Outreach Program continues to satisfy the Federal funder's expectations. The Department is seeking the authority to renew the agreement to deliver the program and the funding required for the program for 1998/99 fiscal year is flat-lined at 1996 levels.

Funds for the program are included in the Departments 1998 budget estimates.

Contact Name and Telephone Number:

Heather MacVicar,

General Manager

Tel. 392-8953.

17

Metro Youth Job Corps

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (June 2, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report provides updated information on the Metro Youth Job Corps program and makes recommendations regarding program funding.

Funding Sources:

The M.Y.J.C. is currently funded 91 percent through Human Resource Development Canada (H.R.D.C.), employer's contributions and the Province of Ontario. The remaining 9 percent funding is provided by the City of Toronto.

Recommendations:

It is recommended that, subject to H.R.D.C. approval:

(1) the Commissioner of Community and Neighbourhood Services be authorized to enter into a funding agreement with H.R.D.C. for the operation of the Metro Youth Job Corps for the period April 1,1998 to March 31, 1999, and to renew agreements with St. Christopher House and West Scarborough Neighbourhood Community Centre to deliver the program;

(2)the total cost of the agreement not exceed $1,503,000.00 gross and the City of Toronto's contribution to the program not exceed $135,000.00 net for 1998; and

(3)the appropriate City officials be authorized to take the necessary action to give effect thereto.

Council Reference:

Metro Youth Job Corps is an employment program designed to help severely disadvantaged youth aged 16 to 24 maintain and secure employment through counselling, life skills training, work experience and job placement. Throughout the program's 20-week duration the 180 participating youth are paid the minimum wage while developing generic work skills, increasing their self esteem and improving their options for the future. It is anticipated that 80 percent of those who graduate will be successful in securing employment, returning to school or continuing with further training.

This target group includes many youth who have been in receipt of General Assistance or are at risk of becoming dependent upon long-term social assistance. Metro Youth Job Corps is one of the few programs funded under the Federal Canadian Jobs Strategy for multiple-barriered, unemployed youth.

Since its inception in 1983, the program has operated as a partnership among the Municipality of Metropolitan Toronto, H.R.D.C. and two community-based organizations, namely West Scarborough Neighbourhood Community Centre and St. Christopher House.

The Department's role includes negotiating funding with H.R.D.C., preparing budget submissions, contracting with community agencies, monitoring and ensuring the program's effectiveness. The community agencies deliver the program directly to eligible participants.

Comments:

Approximately 16 percent of youth in Toronto are unemployed and another 13 percent are underemployed, clearly this is not acceptable. The City of Toronto is committed to address issues that affect youth employment in Toronto. City staff have been working closely with the other levels of government and community agencies to identify what can be done to effectively combat this problem. Recently, Mayor Lastman hosted a Youth Employment Summit, entitled "Count Me In". Representatives from the three levels of government, business, education, labour, community agencies and youth themselves came together to discuss issues affecting youth employment. Discussions quickly revolved around "At Risk Youth". Several strategies were discussed and suggestions were made with respect to current and required supports. It was recommended that programs such as Metro Youth Job Corps continue to be funded in order to effectively meet the needs of this client group.

Furthermore, "At Risk Youth" are a National priority for H.R.D.C. in 1998. H.R.D.C. has been extremely supportive of the Metro Youth Job Corps program. The Funding Proposal for the 1998-1999 fiscal year was submitted to H.R.D.C. in March 1998. At that time, H.R.D.C. provided a verbal commitment to locally fund the program for the 1998-1999 fiscal year.

In May 1998, the local H.R.D.C. approved the 1998-1999 funding submission, it was then authorized by their regional office and has since been forwarded to the national office for final approval. Confirmation of approval is expected in the near future. The program is being funded through a number of sources. A submission has been made for Youth Service Canada funding (H.R.D.C. National program). Local H.R.D.C. funding is also being provided through the Employment Assistance Services (E.A.S.). The Province of Ontario through the Job Connect Program also supports the program by providing an employer subsidy. The corporate sector has made donations and employers themselves contribute by paying partial wages.

In the 1998-1999 fiscal year clients will be provided with additional financial support through the pre-placement phase of the program, which ultimately will enhance their chances for placement in permanent employment.

Conclusions:

Funds for the continuation of Metro Youth Job Corps are included in the Department's 1998 operating budget.

City staff will continue to meet with H.R.D.C. officials to review our mutual objectives and clarify funding for all clients including youth.

Contact Name and Telephone Number:

Heather MacVicar

General Manager

392-8953

18

Articles of Amendment - Cityhome and The

Metropolitan Toronto Housing Company Limited

(City Council on July 8, 9 and 10, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee reports having received the following communications; and having directed that they be forwarded to Council for information:

(A)(May 8, 1998) from the Corporate Secretary, The Metropolitan Toronto Housing Company Limited:

The Board of Directors of The Metropolitan Toronto Housing Company Limited on May8, 1998, had before it a report (April20, 1998) from the General Manager of The Metropolitan Toronto Housing Company Limited, submitting a copy of a communication (April7, 1998) addressed to the General Manager, from the City Solicitor, wherein he describes the recent amendments to the Housing Company's By-laws, effective April 1, 1998; stating that these by-law changes address the size of the Board of Directors and the Finance Committee, alter the quorum stipulation, identify the newly confirmed Directors and express Council's thanks to those former Directors whose terms have ended; and recommending that:

(1)the report be received by the Board of Directors for information;

(2)a copy of the report be forwarded to City of Toronto Council for information; and

(3)the appropriate City officials be authorized to take the necessary action to give effect thereto.

The Board of Directors adopted, without amendment, the aforementioned report.

(Report dated April 20, 1998, addressed to the

Board of Directors of The Metropolitan Toronto Housing

Company Limited from the General Manager)

Recommendations:

It is recommended that:

(1) the attached report be received for information;

(2)the report be forwarded to City of Toronto Council for information; and

(3)the appropriate City officials be authorized to give effect thereto.

Comments:

The attached memorandum from the City Solicitor describes recent amendments to the Housing Company's By-laws, effective April 1, 1998. These by-law changes address the size of the Board and the Finance Committee, alter the quorum stipulation, identify the newly confirmed Directors and express Council's thanks to those former directors whose terms have ended.

(Communication dated April 7, 1998, addressed to the

General Manager, The Metropolitan Toronto Housing

Company Limited, from the City Solicitor.)

By Articles of Amendment certified effective on April 1, 1998, in accordance with the Business Corporations Act, the Housing Company's constating Articles of Amalgamation were amended so that the original provision for 17 Directors was replaced with a stipulation for a minimum of 5Directors and a maximum of 20, as authorized by the Council of the new City as part of its adoption, at its meeting of February 4, 5 and 6, 1998, of Clause No. 5 of Report No. 1 of TheSpecial Committee to Review the Final Report of the Toronto Transition Team. The duplicate original Articles bearing the certification are being forwarded to you for safekeeping under separate cover.

A number of other Housing Company changes became effective on April 1, 1998, as a result of the Articles of Amendment.

By-law No. A-17, passed by the Board of Directors on December 8, 1997, and confirmed by City Council as part of its adoption of the said Clause No. 5, came into effect so as to:

(i)replace previous subsections 3(1) to (9) of By-law No. A-1 calling for 17 Directors having rotating terms of office, with new subsections 3(1) to (3) calling for such number of Directors as the City determines from time to time by special resolution, each having a term of 1 year until the next annual meeting;

(ii)alter the quorum stipulation in subsection 5(8) of By-law No. A-8 from an absolute number of 7 to two-fifths of the number of Directors determined from time to time by the City (for the 9-Director board resulting from the determination described in item (a) below, the quorum will therefore be 4); and

(iii)reduce the membership of the Finance Committee provided for in subsection 12(1) of By-law No. A-8 from 5 Directors to 3 (the quorum continuing to be a majority).

As further authorized by the said Clause No. 5, effective as of April 1, 1998:

(a)the number of Directors for the Housing Company was determined (by special resolution) to be 9;

(b)the Directors of the Housing Company then in office other than Councillors Michael Walker and Michael Feldman (who, along with Councillors Frances Nunziata and Michael Prue, were appointed by Council at its meeting held on January 2, 6, 8 and 9, 1998) were removed, as were the corresponding directors of Cityhome;

(c)the following individuals were elected to fill the 7 directorial vacancies created by the combined operation of such removal and the said special resolution (and were also elected as directors of Cityhome):

Marvin Sadowski (previous President, MTHCL);

Madeleine Fleming (previous President, Cityhome);

John Alleyne;

Catherine Bertucci-Menchetti;

John Metson;

David Monk; and

Wayne Stickley; and

(d)an expression of the Council's thanks was to be conveyed to the persons whose directorships were terminated as described in foregoing item (b).

The Boards of Directors of both the Housing Company and Cityhome now consist of Councillors Michael Walker and Michael Feldman and the individuals named in foregoing item(c).

The matters set forth in this memorandum should be reported to the Housing Company's Board of Directors for information, and that Board should, in turn, transmit them to the City for eventual presentation to Council, also for information.

--------

(B)(May 8, 1998) from the Corporate Secretary, Board of Directors of The City of Toronto Non-Profit Housing Corporation:

The Board of Directors of The City of Toronto Non-Profit Housing Corporation on May8, 1998, had before it a report (April 28, 1998) from the General Manager, Cityhome, advising that the membership of the Cityhome Board of Directors, appointed effective April 1, 1998, is identical to thatof The Metropolitan Toronto Housing Company Limited (MTHCL) Board of Directors; further advising that Cityhome's Articles of Incorporation were amended, effective April 1, 1998, to eliminate the requirement that at least two-thirds of Directors be Cityhome tenants; that Cityhome By-lawNo.18, which also came into effect on April 1, 1998, carries out various technical amendments necessitated by amalgamation; and recommending that this report be received for information and forwarded to the City of Toronto Council for information.

The Board of Directors adopted, without amendment, the aforementioned report.

(Report dated April 28, 1998, addressed to the

Board of Directors of The City of Toronto Non-Profit Housing

Corporation from the General Manager, Cityhome)

Recommendation:

It is recommended that this report be received for information and forwarded to City of Toronto Council for its information.

Comments:

The organization of the Interim Board of Directors of both Cityhome and The Metropolitan Toronto Housing Company Limited ("MTHCL") was dealt with in Clause No. 5 of Report No. 1 of TheSpecial Committee to Review the Final Report of the Toronto Transition Team. City Council adopted the clause, as amended, at its meeting of February 4, 5 and 6, 1998.

The clause as it affects Cityhome has now been implemented. A separate report as regards MTHCL is being submitted to the MTHCL Board.

Board Appointments:

The interim Board has been appointed effective from April 1, 1998. The members of the Board are:

- Marvin Sadowski;

- Madeleine Fleming;

- John Alleyne;

- Catherine Bertucci-Menchetti;

- John Metson;

- David Monk; and

- Wayne Stickley.

The membership of the Cityhome Board is now identical to that of the MTHCL Board.

The term of office ends on the earlier of:

(a)the amalgamation of City of Toronto Non-Profit Housing Corporation and The Metropolitan Toronto Housing Company Limited; and

(b)November 30, 2000.

Amendment of Articles:

Cityhome's Articles of Incorporation were amended, effective April 1, 1998, to eliminate the requirement that at least two-thirds of directors be Cityhome tenants.

By-law Amendments:

Cityhome By-law No. 18 came into effect on April 1, 1998. This by-law carries out various amendments of a technical nature necessitated by the municipal amalgamation and the deletion of requirements respecting the appointment of tenant directors. The by-law also contains certain "housekeeping provisions" to reflect the deletion of the office of executive vice-president.

It would be appropriate to report the above matters to City Council so that it will be informed that its resolutions in this matter have been implemented.

19

Other Items Considered by the Committee

(City Council on July 8, 9 and 10, 1998, received this Clause, for information.)

(a)Community of Origin of People Admitted to Emergency Hostels.

The Community and Neighbourhood Services Committee reports having received the following report:

(June 1, 1998) from the Commissioner of Community and Neighbourhood Services submitting, for information, the results of a survey investigating the community of origin of hostel admissions from March 16-29, 1998.

(b)Homelessness Action Task Force.

The Community and Neighbourhood Services Committee reports having received the following report:

(May 29, 1998) from the Commissioner of Community and Neighbourhood Services responding to the request of Council on April 16, 1998, to report on the workplan and budget of the Homelessness Action Task Force, including the status of the Federal Government's contribution; and recommending that the report be received for information.

(c)Classification of Rooming Houses.

The Community and Neighbourhood Services Committee reports having received the following report:

(May 29, 1998) from the City Solicitor responding to the request of the Committee on March26 and27, 1998, to report regarding the classification of rooming houses for property tax assessment purposes; and recommending that the report be received for information.

(d)Change of Name of the Task Force to Develop A Strategy for Issues of Concern to the Elderly.

The Community and Neighbourhood Services Committee reports having received the following communication:

(May 21, 1998) from the City Clerk advising that on May 12, 1998, the Task Force to Develop a Strategy for Issues of Concern to the Elderly changed its name to the Seniors' Task Force.

Respectfully submitted,

GORDON CHONG,

Chair

Toronto, June 18, 1998

(Report No. 6 of The Community and Neighbourhood Services Committee, including an addition thereto, was adopted, as amended, by City Council on July 8, 9 and 10, 1998.)